Rita 10th edition for PMP Exam -Practice

PMP

1. PMP? Exam Prep

‘Accelerated Learning to Pass the
Project Management Professional (PMP)® Exam

‘By Rita Mulcahy, PME, et. a

e RMCraucarons-

Moneta, Minnesota

2. Copyright © 2020 RMC Publication loc”

A gs served. Except as permite unde the United Ses Copyright Ac of 1976, no part of thi
Mitten ay be epost raten any form orby any mens, tdi database or eer
Per honte prior wrten permission of the publisher

Pied the United States of America

ist Printing

ISBN 978:1 945704187

Library of Congres Control Number: 2019951535

rick of the Trade and PM FASTTack ae registered trademarks of RMC Project Management Ine. RAs
Pee hr its Pros Game, RMC Learning Solutions, and RMC Publications Inc are trademarks of
RMC Project Management, Ine

ML, PMP, PMBOK, CAPM and OPM ae otre mak ofthe Project Management Inte Inc

this plication contains materi om A Guide tothe Project Management Body of Knowledge (PMBOK”
TP baton whichis copyghted materi of nd owned by, Project Management Inst In
Gent cong 207 Tus publico hs been developed and reproduced wit he pemison of PMI
Van reproduction ofthis materials sty prohibited,

rhs polation ws the allowing ems trademarked by the Project Management Insts, ne: Poet
Manat tae (PM Propet Management Prosi (PME)’ Guide oh Projet Management
e noni (PMBOK” Guide), Crd Asocate in Project Management (CAP), and
nina Project Management Maty Model (OPM).

TA and he LBA logo are registre dema owned International Inst of Business Ansys

RMCraucarons»

Phone: [phone]
Fa 95261844
Ema in@emescom
‘Webs warnamaecom

3. This andl editions ofthis book are dedicated to Rita Maley

Her vision made RMC the companys today. She had a profound
Influence on o many people—ber reader, he tadents,
nd no Tet be employees
May we al apply what we learned rom her and body her pasion for
"mproving ur organizations, ur communities, and ou wold
Through efectve project management.

Om RW eats "+ SG AM tocan eme

5. Contents

‘Acknowledgments
History of This Book

Introduction to the Tenth Edition

Chapter 1 Tricks ofthe Trade? fr Studying for This Exam

dying Take the Exam
Are You Ready forthe PMP Exam?

‘Appyingto Take the Exam

How to Use This Book

Other Material Une to Study forthe PMP Exam

‘What isthe PMP Exam Like?

Ho to Study for the PMP Exa

Recurring Themes Ps to Know forthe PMP ia

Chapter 2 Framework

Fundamental Projet Management Concepts
Project Management Organizational Context
Project Selection

Business Environment (ECO Domain 11)

Chapter 3 Processes and Domains
The Project Life Cycle
Project Management Process Groups
Project Management by Domaine
Structural Dieences: Ihe Process Group and Domaine

Chapter 4 Integration
Develop Project Charter
Develop Project Management Plan
Direct nd Manage Project Work
Monitor and Control Projet Work
Perf Integrated Change Cone!
Close Project or Phase

20 caters ne ELAM EA heme nee

6. Contents

Chapter 5 Scope
Scope Management Fundamentals
Scope Management Panning
Requirements Gathering
Define Scope
Vida and Control Scope

Chapter 6 Schedule

Planning Schedule Management
Definingand Sequencing Activites
Estinatng the Schedule

Preparing the Schedule

Contra the Projet Sede

Chapter 7 Cost
Pan and Estate Project Coste
Manage Cats

Chapter 8 Quality
Plan Quality Management
Manage Quality
Control Qui
(Quality Management Tools and Techniques
Understanding the Tools and Techniques Used in Quality Management
Putting A Together

Chapter 9 Resources
Estimate Resource Requirements
Acquis and Release Resources
Develop Team
Manage Team
Control Resources

Chapter 10 Communications
The Foundation of Communications
Communications Planning
fective Communications

Monitor Communication Betvense

oC

7. Chapter 11. Risk
Introduction to Risk Management

Implement Risk Responses
Monitor Risk

Chapter 12 Procurement

Procuement Fundamental
Procurement Process Overview
Understanding Contracts
Conduct Procuements

Managing Procure

Chapter 13. Stakeholders
Sakeholdee Envobvementin Projects
Stakeholder Analysis
Plan Stacholder Engagement
Implement Stakeholder Strategy
Monitor Stakeholder Engagement

Chapter 14 Tips for Passing the PMP Exam the First Time
Putting lt A Together
Understanding Input and Outpt
Formulas o Know fo the Bram
Before You Take the Exam
Ticks for Taking and Passing the PMP Exam
Common Project Management Eros and Pill
A Day the Life

Endnotes

Index

NG At, re 826

Contents

9. Acknowledgments

“he flowing people made imahbl contains o this books

Subject Matter Experts

Mike Gets, PMLACP, PMP, CSM
Margo Kiwi, CL PME, PMIACR PMEPBA

Projet Manager/Content Editor

Levi Satedee

Tor aoqust

Copy EctorProduction Editor

ati Fane, PMP

Content Reviewers/Contributors
Sonja All, PMP, CCBA, PMI-ACE, CSM

Barbara A. Castenord, CBAT, PMP, PMLPBA, PMT A
(Chery Carstens, CAPM, PMP

Pata Henao, PMP, CPE, CSM.

Una Kasay, PMP, PMLACP

Fine Marans PMP, CBA PMILPBA

Nah Wee Yang, PMP PMTACR, SCPM.

Additional Contributors

Jason Cat
Tim Maleaby
Mary Pat Shafer

DAMON Paes ne” +52 AR 44» Gene ml

11. History of This Book

The fst elton of Rita Malcay's PMP* Exam Prep was published in 1998, anda the ting twas the
fest and only comprehensive resource dedicated to PMP exam preparation.

As à projet manager in the ate 1990s-as wel a one ofthe wood est cri PMPs Rita was
rutae by the lack of quality PMP preparstion matealsavaale to her and her colleagues. So,
‘combining her knowledge of aeclerated leaning with he extensive project management experience, itt
rot the ist dat of PMP" Exam Prep. Since the, the popularity ofthe book as grown tues
through en wildy suce eins. Today, the book y fr the bet eling PMP exam preparation
guide the wodd, with thousands ofcopesin creation.

Trac Ris pase sway on May 15,2010. RMC continues hor mision today with the tenth edition
‘ofthe PMP* Exam Prep book, and witha growing line of othe project management sted courses and
products tat promote ber vision of improvig the wocd though effective project management. PMP*
Fam Pep and ts lated products are used s study tools by many project managers aros the lobe and
in handrode of clseoon based prep euer nier, taining companies and corporations

DINA Patton, ne" + 52D ES» ncn mec

12. Free Updates the purchase ofthis book inches acces to update regarding the PMP exam, a vel
additional tcs tps and information t el you prepare forthe exam Acces this information at uch,
om. Have his Book wth yu when you go tothe vba as you eed o vey your produc purchase

We Need You to Help Us Stop Copyright infringement Asche polisher ofthe Best sein PMP.
tram prep Doak oo the marke, RMC Is also unfortunately, the mot gl coped ste that many
People ou matas legally and with ue permission to eich PMP ex preparation.

However, from time to tim, we ace de are of others who copy our exam questions, Thick ofthe
trad and thes content legal and we them for ther nancial ale

Ifyou cogne any of RMC proprietary content beng used in other PMP exam prep mers or
cours please notify nat copyright mel com Plate alto cofactor earction on ho
nate your au oc stud group that iting any ws

Contact US Wie ove o hear your feedback. Ie there anything in his book that you wish was expanded?
Jste antiga we focus on too mach, os there anything not covered hat outinkshoold be ere?
We mou love to ea rom you, Send usan email at Info@rmelscom

13. Introduction to the Tenth Edition

Welcome tothe tenth tion of PMP" Exam Prep. fs been 20 yeas since Rita published the st
dion ofthis book, RMC has come (ar ice the publication ofthe fst edn back in 1998, a has

ick when the fst eon vas pblche, most project managers wer in the United States. Now
there ae more ernationl project manager than ever before. Asa ent of this indasıy growth, RMC
st cling materials ar now sd al over the world

Project management is alo à more complex profesion than it sed 1 be- Along with the processes,
concep ous and techniques that were ade von the as couple of year there ar now Justa many
pee aprotches to project management as there are predictive. The general methodologies and overall
practices of project management have changed dramatial, which has crested the se of à project
manage toolbox

These updates bare resulted in changes to the exam. Ther is mor to etn today than eves This
increased complet relied in the et edition of ous bet sling PMP Exam Pep book

First and one ofthe mor gafas change, athe introduction of three neve domains with which,
projet management exit Pape (Domain!) Process (Domain), and Busnes Emironment (Domai
Il) What doc this men forthe process groups of isting, panning, eceating, monitoring and
‘controlling, and losing? Tata res quesos and we are you coveted. Ou ne and improved ehapet
{hres now ied Process and Domains arenes oth the proces group ar wel as each ofthe nee
domain ina cea and ay ose format tat wl prepare you fo not only understand the groupe and
‘domains, bot wil give you al ofthe knowledge you need opta he ex,

Another big change the acknowledgement ofthe importance of PMI Examintion Content Outline
CO) I is ow more portant han ever to sad and undetand the ECO at covers the domains nd
»troduces adaptive approches to project management and the PMP exam. Troughout each chapter of
the er edition ofthis book, we've included age terms and concepts, You may se these ems an
concepts onthe exam, Dt you le acedto know ent become a more adaptive project man

‘While these are gifs change, important aspects fou bol remain the same Fst and most
important, is the conversational tone of the book. The tenth edition maintains its dowe-to-erth
concecitionlsyle—explinig things simply and clay. Students sy tat when they nd this bck
Kellie Ria tl to hem In many ways, he sti

Another thing that remains the some sur continued commitment to helping our students nt only
passe exam bat lo become beter project managers Thats what the book, ad, at our eompany, is
about

As you rea his boo, know that or pan soto have you memorize a busch orules and formulas
just to pass he exam and then prompt forget them. For one thing, gen the station nature of most
puestos onthe exam these day believe that such approach woald be unuccesul For another és
ot what wee about Ths book snot us pep guider a ani tool. Ifyou master the contents of
‘ou: boa; you wil asthe exam, but ls more han ba. Afr yu lean wht we ave totic, you bea
better project manager At the end o he da, hat what the wor aed SI ur gal with this bookisto
get youto pas the exam on the rt

could allow ds book to g 0u the door without acknowledging he efforts ofthe cam at RMC
that ade this happen pata Tike to hank Mike Grit, Margo Kirin Levi Sater, and To
Tarnqist or ther decision and hard work on hs cion

14. Margo served a ourleadng subject mater expert. In addin to being an outstanding trainer Margo

hasan extensive background in instruction design, which she brought tothe development of this edn.
Shes also a talented weiter who was able to mina the conversational tone and fel ofthe book while
oninghardt explain all ment ol project management ina clear and easy fo-rad way

Mike Grifiths vas also an important subject mater expert for this edition. Mike bas abroad
‘background in agil and the author of RMC PMLAC Exam Prep book, the bestselling esourc for
pasa PMEACP ex. Mike war abet warkandcllaborte dicey with the project team t ensure
ur new content specie to agile would not only met the needs of our students but proper prepare
saone pas the new PMP exam on thir ist ry Needless to soy Mike vas a ital resource in creating
{His book and we could have done i without

rally there Tor who serves the project manage and content editor fr this update nado
so being a Fantasie writer Tor brought an incomparable et falsa allowed her to help develop and
‘ait content with our subject mater experts while also managing the constantly moving pieces ofthe
projec. Without hey, his Book woud ot have en published on ine fatal

‘When Rita cesed RMC, she did ot help people. That sil oe gol and one ofthe driving values
ofthis company So enjoy the boo, lean and hate an

What are you wating for Go pt

Tim Malay
President and CEO
RMC Learning Solitons and RMC Publications

15. Tricks of the Trade® for
Studying for This Exam

ONE

Preparing to take the PMP exami journey. Eos et ths Journey an hep you grow your cater and
develop your sis and bles. Thi st just about using an exam ou ca and wil become a betr,
‘project manager This opportunity elem sone of he ext reason to get your PMP certain

To pats the PMP exa, you cannot simply ram ot oinformatio into our ben and yt ein.
jus enough wo get through the est You ned to tay understand the proces ofprject management
nd ha value hat proces can ring your projects The PMP exam designed to prove yourknowedge
And experience napping the art and since of project management

In addon to the learning opportunity thre can also be financial incentive for pasig he exar. A
salary survey conducted by the Project Management Insttute (PMI?) found that PMP cert project
Managers, across al counties surveyed, ae paid on average 25 percent more than those without the
Cevtifeaton, RMC ha had student who ected à bona a as, or both when they passed he exam.
‘Others have reported they were offered a job when handseds of ther qualified candidates ad pple,
Simply because they mere PMP cri. ving a PMD certain an be the son you get a Job, keep
our or ae promoted

Qualifying to Take the Exam

‘To ake the PMP exam, you must meet the requirements clined by PMI. The current requirements are
Sunmartzed in the following table. Requirements are subject to chang, 40 make suze you eve the
Feuiements at priors,

our year degree igh school diploma oran associates
degree (or global ein)

hrs ess eading projets Five eus leading projets

3Shovre ofproject management 35 hour of project management
education training or CAPM cation taining or CAPM
cation. ceca

Keep in mind bat just because on qualify on paper o ak the exam doc mean ou pass You
mast know project management and have experince applying his includes both managing and
Trading, Conde taking PMs CAPN® exam f you dent set the requirements Led in te previo
table You can inde requirements forthe CAPM exam at prior,

16. Tricks of the Trade® for Studying for This Exam

Are You Ready for the PMP Exam?

In RMC experince alffthose who al he exam o o because they have not had projet management
ring dat uses PME termiseogy and concept. Ths a serie ator to consider in determining
‘ether you are ready to take the exa. Understanding PMIS approach to managing projets ls nat as.
simple steading the PMBOK" Guide. Although reading the PMBOK Guide wl help you improve your
soulage twill no teach you project management. The PMP” Exam Prep book wi plain he project
management process and bp os understand it fom PMIs perspective homeves you nd that many of
the concept and terms presenedinthsbookate newt you or pon do not weimporanttolsdscused
in dis book (such are hater, WBS or printed boklog nctwork disram, and management plans) —
‘you probably need Fundamental projet management tring before continuing to dy

‘Another percentage of people who fl the ec donot have ral word experience working on age
projects and do sot understand the breadth of possible project ypes Instead they may be managing sal
Projects some might not even be working a à projet manager On the exam, is hf to answer
{suerte for the perspective of project manager wi is managing lige projets wales a question
enario tls you otherwise Therefore the more experience you have with xg project, he bet
preparedyou vil be forthe ex

The flowing ate examples of ge projects:
+ Designing nd buildings new ll enter (versus handling sal cl center project)

+ Designing new manufacturing proces (ers ustomiing standar product ora customer)
+ losing integrate sofware arose company (versa insaling sofware stem update)

+ Designing and constructing anew baling (versus repainting an existing bling)

‘Whats the depth of our knowledge and understanding o projet management? Do you routinely
experience two or tore ofthe following problems on projects? Iso You may benoit from learning more
About project management rortoakingthe exam

+ Couto schedule overruns

+ Unai schedule

+ Excessive changes tothe scope orschedule

+ Communication problems nd increased const

+ Running out oftime near the end ofthe projet

+ Unsatidactony quality

+ Lmrmank

+ Team member uncertainty bout what needs tobe done

+ Excesiverenorkand overime

+ Too many project meetings

Now thik aboot your project management experience, particularly your experience working on
Lage project, Review the following lst of topics. Do you understand these topics, and do you
cure apply the tole and techniques nuded in hist when working on our project?

+ he tp by stp project management process inching understanding why ech step is necessary

The roles af project manager sponsor, product owns team, and stakeholders

+ ‘The wie of histori information rom previous project, including lesson learned
+ What formal project hateris and knowing what requires

+ What work breskown structure (WBS) isand howto ete it

CCE

17. one Tricks of the Trade? for Studying for This Exam

What prior ade bckogis and how tous it
Howto manually erat network diagram
‘What the ct path show oi tad what benefits provides the project manager
Rough order of magaiude (ROM) ves thee point estima or etimating try points
Monte Cal analysis
‘armed value analysis
Schedule compresion (using ad ist tracking)
Managing oat
Hove to create tic schedule
sing the quality ofboth the project ande resulting product) or deveras
Developing ratioships with stakeholder, and keeping them interested and nvelved inthe project,
Whats incadedin the proces of ik management
Calling reserves and understanding tei lationship to sk management
Creating ealsticand approved projet management plan that po re wilagto be el accountable
schein,
Monitoring and controlling the project according he projet management pan
Managing change requests and contig change
Panning and developing Neatiey and incrementally or change deve projects
Considering proesionaland socal responsibilities expected project managerwhen managing

When working oa projects a projet manager dost have tne or nective projet management
actes A projet can easy ge out of contra the project manager spend too much me saving
problems rather than preventing ther, or micromanaging insted ol making sre roles andresponsbilties
Ere clear When preparing forthe exam think about the concepts presented ia this book (and those you've
Tened through your taining) in terms of what a project manage of large project shouldbe doing. This
vel help you deny gaps tween your own projec management experience and DMIs approach to
‘managing projet, and wl hereon beter prepare you to answer questions on the eam.

Applying to Take the Exam

ou mus subst an application to PML to take the exam. Applications may be submited online. Aer
submit your application, you'll ceive à notice Ua il conem you application hasbeen accepted
Sou vil hen be prompted 1 ay for your exam appointment. Once payments ected youl seee an
‘il authrzing you to make an appeintment to take the exam Once you recive your authorization, you.
Ins paste ex within one eat You can ak he exam up to thre Umes within hat ee; you all
thre times, you most wait one year to reapply forthe exam, You may be subject ton audit of your
sppiation befor iis approved.

The ex e usually offered on a computer at a designated testing st, but ths muy vary based on
location, ANerastes to traditional testing enters, such as an online proctored exam, may also be an
Optio. important understand hat there ar peices and instruction for each ype exam. In
tos ass the confirmation of your scheduled exam wl ie you specie deta. Vist mi rg fr the
most accuse and upte date information about esting options cations, and exam languages ala

18. Tricks of the Trade® for Studying for This Exam

How to Use This Book
a

Be Sure You Have Current Materials for the Exam Before us his book, make sure
ies the correct edition. RMC products are updated to give you the most cren formation arable, and
{ake nt account he test changes othe exam, Previous editions of hi book are tof ate and shoul
Hot be ed o ty to pats the exam. Ths edition ofthe DMP* Exam Prep books alignment withthe
PMBOK* Gute Sth akon that was published September 6, 2017 ands meaat tobe sed to study fo
Sram en aler December 31, 2020, This tonal rfi he information he Examination Cate
(tie (ECO) dated ane 205.

How This Book Is Organized ost ofthe chapters in his book have ben organized the same.
sway: an introductory discusion, it of Qicktest topic general ste in order of importance) review
Tic anda practice exam. All age references inthis ook efert the PMBOK” Guid Sith Eton,
{nla otherwie sated. This PMP* Exam re book can be sed lon, bt visas prt four PMP Exam
rep Sytem that icles our PM FAST Cloud exar Simulator well as our Hot Topi ah

Introduction to Each Chapter The inductor ication provides an overview ofthe chapterand key
Information fr understanding the material covered inthe chapter. Chapters 4 through 13 include tables
that outline projet management processes and ai For the exam, you vil ned toundersand the projet
‘management processes in the PMBOK* Gude, e domains and tasks inthe ECO, and be able t relate
thernto one another

Cuicktest The ist at the beginning of ach apto indicates the topic covered and their gener oder
‘importance. To te your knowledge capt content nd to review whats mostimportant refer
tots listen you are inbed with each chapter

tas Process Chart!“ Rites Process Char wil help you understand he proces of managing à
Project Il hey ik for passing the exam wi ss study You wil se this char and ts explanation in
Papas 3 “Proceses and Domains” Use the chat to understand bow te diferent knowledge area rte
to the lors involved inthe project management proces

Review Materials and Exerises This hook contains extensivo review matrls and etre within
‘ich chapter, These materials have been developed based on acsleratd learning theory and an under
landing fiv il topics on he sam. Make ur ou do the exercisesrather han jumping right the
Are Do not sip the crie, even if thir value does not seem evident 10 you. The exercises and
tres are key benefits of his book and vil op you paste exam.

Te answers a sted immediately following the execs We ave found haiti mos effective to
plac the answers ight ar he enreises her han tern the book,

“also be aware that you'l he prompted to create and ute an Exercise Notebook, Your Rache
¡Notebook sere ata answerlo forall th onesies include in this bok, Weave numbered each
fre and encourage yout vor ese numbers in your Faerie Notebook. Use thistol o kee ack
Say gape in your Knowledge Pay tention any pars in gaps Atay ee, you ay review our
Notebook for anyIncorec answers and retry an exer

FETS] cade in the review mates are is opasing the exam called Ticks ofthe Trade" (a
[ERE cesar trademark of RC), These tick are designated by the image shown ere tothe et
BERS 2 va ge you some era insight about what you need to know bout project management
and how ood forte cam.

iets ne

19. one Tricks of the Trade? for Studying for This Exam

Practice Exam The practice exam a the end of chapters 2 through 13 allow yout review the materia
and test your understanding, Refs tothe “How to Sty forthe PMP Exan section on page 13 o
understand how and when 19 use these practice exams a part of our study plan. On the following pages,
ou vend à sn sheet owe as you fake the practic crams.

“The practice exam question ar representative ofthe knowledge and principe ested onthe na.
Keepin mind tat you cannot simply practice answering question t prepare exam, The questions
In ls book help you auet your knowledge and become mia wit he types of questions on he exam.
Make suet focus your tly ort on reading this book, Jong the exercises and review activites, and
filing gap in your project management knowledge

Endnotes Throughout thisbook, you wil sce suprsripted note references when many project manage
ment terms ae fs introduced. These nots provide the historical rg ofthe ters or concepts and ate
‘opined inthe tack ofthis book, Mistral in e atteste onthe exam. These ote are provided or
{Jour interest and efrence For some, understanding the development of concept helps them remember
[betes For thes such information ia distraction. yu ind these notes distracting, simply focus our
‘ody forts onthe primary content ofthis book

Resource Page While not disc included inthis book, the PMP sam Prep Resource Page at
relscom cuirs teres location fr ational information that willbe helpful when studying forthe
Sam. De sue to fequenl review the mater inchudedon thi page ast wl help sllif your overall
Understanding of project management

Using This Book with PM FASTrack® Cloud Exam Simulator Tuishoskmaybeuscd
nits own orn conjunction with the PM FASTrack Cloud exam simulator For information about sing
PM FAST" in conjunction with hs book, see Di A unde the "How to Stud fo the PMP Exam
section on page 13. Fora re ena simulator demo, vik erumsemdlcom.

PLEASE NOTE: RMC does not curently offer PM PASTE? ia amazon.com, auction
‘ites, or ecommerce sites other than te own (melacom). PM FASTrac ian extremely
valuable study too}, and it ha been copied and sol by uascrupalous third parts. These
Pisted versione donot workandwillnatbe supported or refunded by RMC forany reason.
‘To purchase a sobecription to the exam Simulator that complements this book,
vistemecom,

52 BE OS «wero «mum con

20. Tricks of the Trade? for Studying for This Exam ©" ©

Score Sheet vse his score sheet ott your understanding Make copy oi or mak sila
‘hat in our Exercise Notebook foreach chapters practice exam (NOTE: Ifyou ar ing RMCS PMP
Ena erp Siem, pesos the sy plan o pag 13)

Question Fest WyiGotte Second ty Gothe
Number Time Queston Wrong Time Question Wrong

20 PC Rake "+226 EL mr umm

21. Tricks of the Trade® for Studying for This Exam

Cvestin Fest Why | Gotthe Second Why Gotthe
Number Time Queston Wrong Time Question Wiong

a
2
a
3
36

Total Ft
Soxe Time

Hoe wl iprove how take the exam neti

Co ma IE Po ne +92 2 AKE eo

22. Tricks of the Trade? for Studying for This Exam + +

Other Materials to Use to Study for the PMP Exam

You can sue this book as a standalone prep tol or combine i with the foowing products for à
Compathenive exam prep experienc, Dono isk overstadyng or coating ours by wing other rep
‘Hooks ox products beyond the following resources

ARBRE Rita Mulcahy’s™ PM FASTrack® Cloud Exam Simulator
Good.

‘Our PM FASTiack Cloud exam simulator offers over 1,60 quesions—inlding
tricky situational questions wth more than one “gh” answer. Other than this ook,
PM FAST i the most important tool for passing the exam. The online

Subscription allows you L crete sample exams by knowledge ara, process group
Red, PMP simulation, and even super PMP smultion. I als saves you a huge amount of time by
eat coring and keeping records of exams, and includes comprehensive ring and reporting
‘pelle Al questions are rose referenced with ths bok or the PUBOK? Guide, making sy og
a ote topics on which you need more studying

E Rita Mulcahy's™ Hot Topics Flashcards

Hot Topics, (Hard Copy or Digital Format)

= (oso fr awa to prepare for be PP exam tas into your buy schedule?
Nyon san ay tthe oe on à plane, or even on a mobile dect RMC+
Dad ad al value Het Tp Haare in hard copy or il format.
re 300 of he mos important and dicate PMP cam te
cepa nor arabe o yo rv, york porche Addis

soma PMP? Exam Prep eLearning Course
Aad Tee

Instructor-Led PMP® Exam Prep Courses

For thore who ean more easly na person to-porson interactive environment, RMC regal schedules
o finsructrded exam prep cases a wel as ve vital courses. ll coses were orginally
Conc by Rite Malahy to prepare you forthe PMP exam in a fn and fective way ih minimal
Studying afer das. For more information orto Sada class near you, g torndscom

PMI Materials
“The PMBOK Gide Sith Eton (2017) sie loternational standar for project management rom PMI
ss dust conjuntion with PMs Age Pace Gude (2017) and Examination Content Outline (2021).

23. o «e Tricks of the Trade? for Studying for This Exam

What Is the PMP Exam Like?

Keep in mind thes important things about the PMP cram. Fit, the exam ie not test af he information
in the FMBOK® Guide, Second, you cannot rly only on real word experience. Ted, taining in
‘profesional project management tht i aligned with the PMBOK* Guide and the Examination Content
Ouse ent

‘The exam includes 200 mule choice questions wth four answer choices per question. The exam
mus be completed in four hours Twenty fv (25) of the 200 exam question as experimental questions,
meaning hey ae not included in your core fr the exam. These questions vil be randomly placed
throughoat th exam. You wll not Know which ones are which ho experimental questions ae included.
by PMI ovate question fr future inclusion in hir master database. Your score wil he clelted
bused om your response to the remaining 175 questions. PMI doesnot publi what considers tobe a
ping score Based on the cram history, however, we estimate htt somewhere between 6S and 69
erent about 11440 121 question coret ut of 175).

The questions are random generated fom a database. The questions may jump rom topic 6 top,
nda single question may integrate multiple concepts. You get one pnt foreach cores newer

“The following able shows the percentage of cored question on the exam.

‘Bxamination Content Otine ECO) Percentage of
Domaine Questions
People x
Process 50%
Business Environment a
TOTAL 100%

(Chapter 3 contains more detal on ECO ais. PMI ecasonally makes changes to aspects
ofthe xan, ncludigtbe qual requirements the application proces he passing score,
{tnd the breakdown of question in ech domain or the aesinformation plate is ror
and read your authorisation notice earflly Any dierenes between what listed hero and
‘what communicated by PMI should be resledin vor of PMI information.

The allowing gram indicate the topics ested on the exam along wit hei level of ily. For
many people dhe most dif ares re project management process, procurement, rk, qual,
Andiniegation.

© 2020 Paar, m” «962248 ABE» emo

24. Tricks of the Trade® for Studying for This Exam

Topes Level of Ditty
Processes and domains More difficult
Procurement

Risk

Quality

Integration

Schedule

Bramework

Stakeholder

Communications Less difficult

The following ae important aspects of he exam:
hetaamtestskoowledge, application and ana. Thismakesthe exam morethanatestofmemory
A ear howto ppl the information ia is book and be bl to analyze situations involving
Arnfanmauen Dona expect the exam t have al talghtfrward deniton type questions
‘The ex dels with practical experience. The majority of the questions ae situational. or those
Tho donot bave project management experien, thes questions can be extremely dica
“Thre may be instances on be ex where the ame data 6 sed for multiple questions.
His there have been exam question requin you to identify inputs or outputs fom the
OL Cuad Toanmes there questions corey you ned to know nt just the input and output
rare vot ls need to understand the proces involved and why the inputs fed into andthe
‘outputs result om the processes
Fnpect to 10 formula este cito on the exam.
apes 10 to 1S earedalue questions on the exam, Not ll of thet segle calculations wing
the Forel
Mostacronyiswilbe spelled oot (for example the exameypicalyusesthe item wo breakdown,
wo has han - WBS"), but you shold knoe bot he acronym and he altem. Note that
{nis especial tro acronym as se fo formulas such a CP, SPL CV SV es
«The conect anne should ot include diet quotation from the PMBOK Guide
© Most people fc uncetin about only 40 or fewer af the 200 questions on the exam.
the grins on the exam are most station, many ar ambiguus and word and some crea
seem y have ro or more ight answer. Be prepared fo the following types of questions so you wil
ot wants ine or be eught of guard when you ar taking the am.
"Station questions These questo demonstrate why having project management experienc is
co puig ths erm Sach question require you integrate your ra mord experience and
Sour knowledge ofthe exam concepts, For example

220 Ars rc o 252.48 MBH li com

25. Tricks of the Trade® for Studying for This Exam

Question. Yourecrvenatifestion hata majorite you ae purchasing for projet will
be delayed. What isthe bet thing to do
A. Replan yourproject to accommodate this delay.
B. Notfy yoormanager
©. Lette customerknow abouti and talk ove options
D. Meet wih the ter, and ident alternatives
2. Questions with two or more right answers Questions that appear to have two thre, or even four
‘gt anses ae à major complit fom many test takers. Many questions wil is sever choices
that ould reasonably be done, or hates experienced project manages would be ily to choose.
As you o through questions and review the answers in his book, lok for questions you think
have mere tan one ght answer and ty to igre out why you think multiple choce ae comet We
Jue intentionall included such questions in our products to give you expone tothe types of
questions you wile on the exams we provide expansion to el you understand why your ght
answer may notbe the best choice
Let look again a the previous situations question. Count we realy do of choices? The
right answer iD, Dt sit ls coreo el the customer? Ys bat thats ot heist thing odo.
“his question rely eying, "What e bet thingto do next” As you ae practice questions,
ep inmind the concept ofthe “het hingto do ex” o help you detdewhichanwerldenüferhe.
ea step in proper project management
Questions with extraneous information iis important liz tat ntl information included
inagpeaton willbe relevant. or cramp the numbers in the follwing question ars extancous at.

Question. Experience shows that ech ne you double th production of doors anit
‘cots decrease by 10 percent Based on his he company determines hat,
production of 3000 doors shold cot $2,000, case states
A. Leaming ee

Law of diminishing retuos

Parametric cot etimating

4. Questions using made-up terme Many people aking the exam expect that al the terms used as
‘holes shuld mean something But thats ot the use. Ihe exam often includes made up terms IF
ou consider yourself wel rained and see erm onthe exam hat you donot now, chances reis
ot the right answer For example

Question The ongoing definition ofa project as more Information becomes arabe to
the tea scale
A. Scope validation
State planing
€. Progressive elaboration
D. Quanstatiecaboration

DO AN teins re» $52.48 MEK Om mm con

26. Tricks of the Trade® for Studying for This Exam

5. Questions where understanding is Important Let ook tthe flowing question

Question The proces of decomposin dlverbles int smaller, more manageable
componetsis complete when
A. Project justin hasbeen established
B. Change requests have occured
CC, Couette an be developed for ech wok element
D, Eachworkelementis found inthe WHS dictionary

Ja order to anu this question, you must understand the terms used, inclading the concept of
decomposition and wht vale technique has in he project management process

Questions witha new approach toa known topic There willbe many instances where you under
‘andthe topic but har ever thooght bout tar described. Bor example:

Question. In a makri organization, information dsemination i mostly tobe
efecive when
A. Information ows both horizontally and verily
B. The communication flown ae Let sgl
€. These isan inherent logcin the type of mati choren,
D. Projct managers ad anctional manager sociale
anse À

Many people how what a matrix organization i but have ot taken the time to consider how this
Onganlatonl structure fet the distin in which information shared

7. Questions with more than ae tem in each choice Lat+lookat the falling example

Question “The seller onthe project as presented the project manager with formal
notation that he seller hasbeen damaged y the buyer’ actes. The
‘eles ims tha the buyers slow esponeto requested approvals has delayed
the project and has caused the llr espece expense. The ist ngs the
projectmanager hoc d are
A. Collect elevant dto send the data tothe company attorney, and
Sonst tbe atome aboot egal actions.
[Review the contre for specie agreed-upon terms tht rate othe see,
scifihereisa clear response and consult an attorney needed.
Review the procurement statement of work requirements senda
recep of aim espns and meet to resolve the ese without resting
tolegl action possible
DD. Hold a meeting wit the team to review why the acceptances have been
Inte make alist othe pei reasons and correct hose eons
Answer B

“These questions can seem hard until you apply thse ick use the proces of elimination one
item atte, Consider the fist em sted in cach chic and eliminte the choc hat contain an
Implauble fist item. Then look at the second item in each remaining choice and lina any
implaoble choices, Keep going until you have only one choice emaising,

OMC Raser. ne“ 952944 c+ mar cn

27. » me Tricks of the Trade” for Studying for This Exam

Watch out sometimes he teen each choice show alow o proces. Ses the loin example

(Question When mansging project which fhe fallowing ithe best orderto dea
wth robles hat ar
A. Gototheteam, goto management, goto resource managers
Goto resource manger goto management, gto hector
©. Handle yoursel, goto the customer, goto management
D, Resolve problems with resources you contr, goto resource managers
sorothecutomer

Tati cas, you cet ok at each choice independently ose the proces listed score

Excesiely wordy questions Instead o saying, “The prjet is behind schedule? the exam might
se word phasing suchas "Ih project Noa was er an has ecenthy gone to negative Instead
of team snot poring propery the exam could a, "Te eam has ost ight oF
communications management plan” The fst epi answering many questions et determin

‘he question ic ating and tent trate he wordy phrasing.

How to Study for the PMP Exam.

zy edt red evacuado pr reg
am. Do not male thi take. You should aot red everyting yon ean Sind a some
resources ate ot well defined. We recommend the approach ou. ia the lowing sections

‘The Magic Three yon vist a op re tines, you ae more eh
uber Ther ‘thisbookonce and then skim through two more times ocu

mo onthe activi poa do mot doin the el add on Gh concepts you bar trouble understand
‘You should pase rough sach chapter in hie book

forte second ci, ocu On ling the gp you discovered dng your etme rating iter at

secreting the complete for each exe

Be in Test-Taking Mode Ge wsed to jumping om one topic to another. Vo also need to practice
answering questions fr fous hours, You can do this by kipping al practice exams un ody to
newer the questions Thon take all practico cams in ne siting (se ep in plan Bon page 15). Do not
imate the physical mental and eactonal ects of taking an exam ling tat ong Yo can als

a teat aking mode ating out PM FASTrack eta mulato

Your Step-by-Step Study Plan werscommend tht you ss one of thefellowing sy las
Follow Pan Aifyou ow RMC? complete PMP Exam Pep Sytem. Follow Pan yo donot own the

28. Tricks of the Trade® for Studying for This Exam

Pan A: Using This Book with the PMP Exam Prep System (PHP Bram Prep book,
PM FASTrack® Cloud Exam Simulator, and Hot opio Flashcards)

‘One common mistake made by people who purchase the PMP Exam Prep System sto spend mosto
thelr tud time answering questions in PM RASTrack. This approach want work. As we mentioned
tli focus your frs on reading this book, completing the exercises and review activites, and fling
the opin your experience Use the following tps to study this book conjuction with PM FAST
sd ot Tepes
Read this book forthe frst time and comples the exercises, but dont dothe practice examsatthe end
ofeach chapter because ou will use PASTrack later Spend more time on the areas where you have the
‘host gps in our knowledge or experienc, and on tema you did na now or do prior to begining his
‘our or study Refs to Ris Process Chat (inched in chapter 3 ofthis bock) frequent and be sare
Goa undentand al he efforts involved in the knowlege areas you ae working on. Atthe sme time ski
‘Rroughthecorespondingchaptrinthe MBOK*Guetogetananderstandingof thease ofteminology:
1. Asyou inh ich chapter, eve the Quickest on the est page ofthe chapter. Make sur you know
the meaning ofeach erm or concept. Us Hot Tops o improve ecaland test yourundentandingof
that chapter
posible forma study group after os have read book forthe is time on your own. Your study
tine wi be more cocine, You wil be able to ask someone questions and the suing (ond
Celcbing erward) wil be more fun. A study group shoold consis of any thee or four people
(Sec "Howto Use This Bookin a Study Group on page 16)

Ski through his book again

Make sur you ray know the materi andthe tale ll exam simulation on PM FAST, This
lev give yous baseline against which track your progress as yo continue to study.

WARNING: Limit yourself no moc than we al sa simulations before yu take the ers exam,
ire, you diminish the value of PM EAS Tack by memoria questions and anses lat il
pot be presented he same way onthe eram

WARNING: you do not score ote 70 percent the estime you tak fal exam simulation (aa ust
Team on sn individ! Knowledge re or ECO domain), you may needa eresherin core project
management concept Ifyou have ken à bai project management las review the materials ou
‘Reived rom that la. you have not had sucha da, conser aking one

Review each question you got wrong In PM FAS Teak wring down te speci reasons or ech
tr nue Assess hy Ab ore choc cost and why he cbr answers ae wrong

Use yours of why you got cach question wong (om step 5) to determine what to stud Further
This wl help yu determine how much more study tie you ned and which chapters to read more
ef, Cas to study this book, focusing on resi which you have more gaps and skimming
‘he section or chapters on which you di well Corset errs in your understanding, Review the
PMBOK™ Guide to focus on these gap. And remember, Cink rg project and how prope project
management shoul be don, regres of how ou manage your projects in thera wor

you had fic wih certain knowledge ares, domains, or concepts, and you hae sued your
(pate youray ant answer calme questions co morethan20)esngthe Knowledge
Ra, Doma, oe Keyword function in PM FASTrach. Anar why you answered any questions
‘wrong and continue to study gap ars

29. Tricks of the Trade? for Studying for This Exam

WARNING: You night be temptedto answer more than 20 questions, bat should be sufcientto
hep yo ater weer you have peogrested in the particle subject matter whether you need
tostudy more Answering more han 20 gesionsin a particular ate can diminish he ae of PM.
PAS Traci and will not prepare yo for the Dread ofthe exam experience

"Take your second and fos] PMP simulation exam You should oot over 75 percent before you take
thereat exam, You ate overusng PM FAS Trac you se many ofthe questions repeated

Use te Hot Tp fasheards nd eier mati to resin the information yo have and tou
tae the ex

PASS THE EXAM!

B: Using Tis Book Asa Stand-Alone

Read thithook forthe fst time and complete all eects but dont do the practice exams athe end
ofeach chapter Spend more ime onthe aras where you have the most gps in our knowledge oF
our ren project management experienc and on hem you di ot Loue did ot depronto
ping this course of study. Refer o Ria Process Charl (included in chapter 3 of this book)
frequent and bo sure you understand alt efortsinvolvedin the nowisdge areas you are working
‘on. At the same tim, skim through the corresponding chapter in the PMBOK Guide to ge an
understanding ofthe ow ofthe procesa.

As yw fine each chape review the Qicktet ters sted onthe fst page ofthe chapter to make
‘ax peukao lat me lec erm or concep

Iris all possible, form a study group fe you have read the book for thei time on your ov
This wi actuly make your study tae mor festive You vibe blo askeomeore questions and
‘he stadying (and celebrating arar) val be more un. Astady group should con of only the
‘or four people (Sethe Howto Un Tis Book na Study Group ection on page 16)

Once you fe conient about the material ak he practice exams atthe end ofeach chapter in ne
siting. This wil give yous basin toll you how much you have leaned It wl ls help you
“tie how much addtional study time you need and which chapters o rend more cría:
Review each question you gt wrongin the chapter practice cun, wring down the pei ean
foreach wrong answer onthe Score Shet discussed on page 6. Ases why the comet choice le
corset and wy the other answers ce wrong Continue t sty thi book, focusag on the arcas
rk pou have gapsiyourkumledgeandskinmingthesetions orchapter en which you dd wel
‘Correct any rotin your understanding ofthe concepts dicas into Review he PMBOK*
Guidetofocus on hesega

VAT: Ifyou do not score 70 percent or higher overal onthe chapter practice exams, you may
med arfrshrincoe project management concepts you have ken ais projec management
‘dase, review the mater you recived fro tht ces, you have not had uch à cas consider
taking one You cannot ely on these practice questions lone to prepare you for the exam.

‘Make sure you real now the material and hen retake the practice examin the book: As with tep
5, use the Score Sheet to ¡demi in wating the specie, not general, ren you got ach
question wrong

‘Us your is of why you got each question wrong (fiom te 6) t determine which material o study
further, and then ody this mater. Remember, think large project and how proper projet
management should be done, regards of ow you manage your projecte nthe rel wold. Make
‘re you ae cadet yo have file your gaps before king the xa,

PASS THEEXAM

30. Tricks of the Trade? for Studying for This Exam © ©

How to Use This Book in a Study Group To gststated, picksomeonetoleadthe discussion ofeach
a (eat son ho ct confor with the cape bent the resent fin ns
ates (re de group). ach time you met, go over questions about topic you do not
aa e ops 0 the exam eng the Hot Topic fears yon have them Most
ander fron hau pe chape Ether ndependentiy or mi our study group de farther sach
Pons you d not understand or answered corel

member ofthe andy group shoud have heir wn copy ofthis bok, which provides exerci,
er ot dae actes. (Pene not that ia violin of international copyright ws fo
Be the materi is booker to crete dert works om his copyrighted Book.)

Recurring Themes—PMI-isms to Know for the PMP Exam

RMC hasbeen helping people pas the PMP exam and become beter projet manager for more than 20
asc tne ve ave developed the allowing it of"PMT-sns tha the eam empha: Bt
Jar Desa et manager do nt kaon We suggest ou ea now and hen remember a read Y
A Phe al cram. Assuming Pins tobe ue (nes he question evden er
Before ran pci best answer rom wht seems is more than one correct answer: Some of
o he om het and eher ae summarized ee and described in moe dette nit
te ry anne hat you have or do lie fllowingand a hee concepts are ue oro
a on ein these Ps il about which ons rr for your poets ihr a nr
Fee projecto, you may ave aga in your knowledge ts important to make note fan
rao may ave and evi these gps as art of our over tu pla

IMPORTANT: PMI represents project management practices slong range ofapprosches that
Indice change riven (gie), and yb. As ou study thee Pins hep in mind
e manager may use any approach in rd tot the needs ofthe project

‘Genera Piss

Projet managers ar the center ofthe project universe Without led project manager project
Brojct mana ibs pemoncdustedin he sil of project management repress of ie projet
vellsuecesd

the project manager puts the estates ofthe projet sol own interests

the project manage understands the aloe ofthe tos and techniques project management and
pei ar them luge projec Er xan its hf to assume, ales otherwise sed
ie manager working on a arg projet tht involves more then 200 people.

Project manages aval the power desced the PMBOK® Guide and porn alles
ater or ave made proactive ali decias

“The projet managers assigne during project tatin at tein thee ofthe project.

the project manage understands the proces of poet management (what to dost eco >
andy)

Organe formal je sen proces and they ans choose pres selon how
se project meet the ngnieationsstatepc gala

“Te pee mage vas noms why he projet as alce y management an thy make te
na unes cave re met while passing and managing he Project:

200 Pata "+ 962.248 494 + lr om mm

31. «Tricks of the Trade? for Studying for This Exam

General Pins

sam members ae motated, empowered, ad engaged and come prepared with suggestions they
require mieromanagement fom the project manag

The projet manager spends tine planning, managing, assessing, and monitoring and controling ops
schedule, os, quality sk, resource, and ustomer satiation.

Organization hve a project management fc (PMO), and that fic as important deu deñaed
‘eaporlbiies regarding projecto cross the expan,

Organizations ave projet management police which the proect manage adas oc use on tir
projet. These policies may include project management methodologies, ak procedures and quality
Procedure

A project may be prt fa program os porto, andthe project relationship othe projet could
‘igalcanty inence how the project manager works

Organizations ave records (historical information and lesions ee) for previous projects that
incl wha be work packages were how mach each cost and wha risks were uncovered (pat of
npnzatinal process et) The project manage we this try to plan the current project: The
project manage eds historic ecards and esos eared rom the current project back nto the
organiza knowledge bats

The project manager work within the existing systems and clare of company (enterprise
«environmental actors), and one of project ssl io provide input oimprove those systems

ory project ha a projet charter, which authorizes the project andthe ole of the projet manage

Aworklrealdown stractre (WBS) and WBS dictionary ae used on every projec. taking an agile
‘approach, project manager may also wie backlog and story cards

projet management plans nota baz chart, but rather sre of management plans. The project
manager knows whats involved in rating project management plan

‘The projet manager creates and keep current other document (projet documents) in addition othe
project management plan lp la, manage and monitor and controla project

Stakchakders ae involved throughout the projet. The ness are taken nto account wie planing the
projet and cresting te commanications management plan and the sakcholdr engagement plan,
People must be compensated for ther work and deserves ir and postive environment in which they

can conbate their est work

Agile stakeholders ar represented by a product owner as part ofthe tum Team members can see
tome perspectives trough the use of personas ad other age tol

Gol plating (ding extra functionality is notin the bet interests ofthe project and shouldbe
prevented

Mon projet managers manage projets ina mar environment in which ols and techniques are
‘ppl straightforward, However, importas to know tat concepts and tool such s motivation
theories and confit elation may become more complicated in alternate environment

The project manager ha profesora responsibility o props ws the tools and process of project
‘management appropriate tothe selected approach

OA AC ait he" #246 ANA im com» marcan

32. Tricks of the Trade? for Studying for This Exam © à ©

Panning the Project
Planning importan, andl projects must be panned
The project manage plans the projet with input from the tum and stakeholders, not on their own

Dartof planning involves desing which procese in the PMBOKY Guide and Agile Practice Guide
About be used on cach projet and how ote those process tothe project. The development
poc predict orale) should lobe determined and documented

here re plans fr how the knowledge ares of scope, schedule, co, quality resources
mimica ik procuremen, ndstakeholder management wil be planned, managed and
Moore and controlled These ar called management plans and every project has one or every
Tree ass (note that plan eng and detal may vary by ize nd importance tothe projet a wel
ae by prose).

An an age environment, project manager may se gules from an appropriate haiti and
Formale methodology in ws by the performing organization.

The project manager determines metrics to be used to messure quali.
“Tae projet manage plans to improve project processes
the project mansge ete system to evard team members and stakeholders,

Al ol and responses se diary documented and signed to specficindvidols on the projec.
“These nay nce things suchas reporting cexponsbltes, sk management signments and meting
‘Htendance an wel as project work Agile teams inlae generaling specials who ae expert in ont
mos Bd but cn and wl lp inher ress where needed

he projet manager and ism focus extensively on idenin iss
Team members and other stakeholders ce assigned iaideniaion and risk management duties
“The project manage eae that managing rik aves the project ime and money.

Projet cost and schedule cannot be finalized without completing rk management

“The project manager erstes reli estate forthe over project schedule and its aocated os

The project manger see whether the project can meet the end date() and ater project constraints
Ana bie They ben mec with management to zsene ay dlerences before the projet work
Sats he project manager knows unreal chedues ar hei ft because they have tool and sis
tobelp save them

The project manage plans when and how to measure performance aginst the performance
_mccturement baseline as documented in the projec management plan, but also has other
‘easements use to determine how the projets performing wil the works being done

the project management plan seas, and everyone bleesitcan be achieved
“The project managerhold ick meeting with the tum Note the exam defines akichoff meting

‘vay tht may be ferent from your understanding ofa Kickoff meeting

While the Project Work Is Being Done

The projects managed to the project management plan, whichis aitic and complete at the eet of
deal supported bythe proach,

33. Tricks of the Trade® for Studying for This Exam

‘While the Project Werk Being Done

The project managers responsible for documenting and sharing knowledge acquired daring the projec,

The project manager measores guint the projet management pan to help determine project status
throughout thei ofthe project.

Projet are restimated throughout he if ofthe project to make sur the ad date(s) and cost
cies willbe met Therefore he projet manager almost vay know the project can meet the
speedupon end dates) and budget,

The project managerha authority and power. hey can say no and workto onto the project forthe
benefit ofthe customer

“The project manager es other know they cannot get something for nothing. A change in scope must
leal frit impacts tothe projects sched cot, qual il resources and customer
“isla. The projet manager has enough data about the projet todo tis ana

“The project manager reine that, overtime, not everyone associated withthe projet will have the same
understanding of wat he project and what coal occur ring he ob project Therefore he
projet manage is coninuly looking to ensure everyone knows what going on and has appropiate

The project manager understand, and takes serious resource responses on projec.

The project manage spends me on such activities at tea building and nui
performance

“Te project managers proactive and finds problems ey oaks for changes, and prevent problems
The project manage spends more time focuing on peveting problems than on desing with problems
‘Most problems hat ocur havea ik response plan already created to deal with them.

Ra area mor topic at every team meeting

“Team meeting do not focus on sat. Tat can be collected hy oer mas.

Al changes to projet management lan Gow through the change management process and integrated
‘hang contol (ori al equivale).

The project manager ensure tht organnational pois ar followed onthe project

The project manager recommend improvement to he performing organizar standards polices,
and proces Such recommandation ae expected and welcomed by management.

Quit should be considered whenever there ia change o any component of the prfet.
salt shouldbe checked before an activity or work packages considered completed

The project manager works och wit the qual departmen in performing some ofthe quality
activos cased in the PMBOK Guide

“The project manager cine wit the procurement process and seis in managing
procurements.

“The project manager understand contract langage.

The project manager makes sur ll terms fa contact ae me including those hat donot seem

34. Tricks of the Trade® for Studying for This Exam o ©

‘hosing the Project
The project manager achive al projet records

A projet complete unless ere ha ben nal acceptance frm he customer

AN projects produce a final report that gives the project team chance © announce the project

jee aro been met
vty ou manage your projects? Which oftheseitems

rar ished sting and pay particular.

wh st sem diferent
do you Reread this st when you eink
Siento to those tems that are true of oor projects. Ae there ay items ou need to thnk about more
15 make sre you vil remember them when you take the exam? Koowing hese PM ms can make a

signa dienen

35. Framework

Jour andes freien mann Da an QUICKTEST
eos a Kerr
iman > Bar
Fundamental Project Fehlen ie si
2 fe
Management Concepts ‘management (OPM) Meetings
ee
Pe a er
Dein of a Pro A page tr | * Comme Potato
"rat Be
ann. = Presse, prices, — Poli manager
«cepto a ee
D ar
ote te
RE PEL D
os vo má = Be E
oe mas Assumption log. > Environmental change

Work project when isnot

‘Doe the exam st, “What project” No, tit

So what projet? your manage walked into
Your ofc today and si, "The system i broken. Can

hts wrong witht and xt” il
thisbea project?

36. Framework

Areas reding on before youve thought trogh the question? edit ga and lindos
youre Team importan concep both forthe ram and he eal wos

end vat you are gen and organize the work into appropriate poets and for cach
fee he poe: lin proces wl produce scheduler nd budgets, Can used
cs Eno par ls wrong! You can in st here may be wo of mae projets in the
Dos Leah The Process nd Domai chapter oc into mor deal about ing work te
projets and ie yee phases

GEAR ira re cxam besar our defnionofaprjstii iger ih PORT
ERA EE cora project as someting new to an organization (hat not ben done before),
ES Sis ching tic cram, you mast identify e development approach. You should ave args
en ind an cer queen uses preiciv approach You hold ko a he ram wit
E ico al project which may be sale and embrace adapting change

Stakeholders' sakcholders ae any people or organizaons hose interests may be post or
impacto by he projet oe produ o tre prose They ide the project manage ad
e onsen but ean se include individuals and groups ys may not har thought about
eget management ofc, portfolio manager, program managen, facina or
Mon manager sas sas or eer departments os groups within the ernsten
ra le citer ere, for example) Sabor may be ately involved inthe poet
vic re, Sakcholders may als be enter to the option, Icod
ork oregon, Conan, ae, end wer, tomes, taxpayers, bank, and other
Faisons.

boogie "Sakehlde” capter includes an in-depth discusion of akcoler management
E ad omghout his bok becase projet manager should analy and manag the
Sa llene fatales thoughout project and in alace wih projet constants

Project Management Projet management is boih science and an art, The scence the steal
PR mie pret work een and facta o deves pinned ren This ces
a aan tothe ese che pjectand sing the appropiate process and tos enr
re Tha of pret management ates o hy projet manager ss kl such in
race ononiing. strategizing and other nterpersonaland tam si
Sema proces of managing poet work aks many forms dt ext slong cota,
om pre approches o age and hybrid approaches, as described bio
à Prod A predictive approach to project management ee on planning poses during which
Pen dope moy be dcindia detal ey inte projet Detaledpans rere forthe
ehe connu a wel (a example, ost sched, and a) Then, the tum ses 1
ae ene an as dose as pone sod protect the projection changes sapos
a ao be cae plan deve, traditional or water
Al Anal approach project management os et fx projects where be ein of
On ne cannot e dened wp ont ping, eut, and managing th
cia mc all Incrementos at change an be ely mae ion about
nd petanca changes Th approach ao knowns ang diem or pie.
MP À yond approach o projet management uses aspects of both predictive and agile
a rca ano with te needs ofthe pret andthe canot

sere isa big diferen between managing small and arg projets and betwen thos with red
e o tat we aple or hy methode On mal projet, you may walk oe ©
ee apron 10 ea about an su. On a re projet ou may ve spent wee planning
one oe oe Youle to igre ost who shouldbe involvedinsolingan ss, their locations, contact

37. Framework

information and communication preferences. You will aged to answer ram questions based onthe infor
mation give nthe question. À lage projet requires ou to ut the fal breadth of project management
processes and oc, and alia requires yout conside using an gi or hybrid approach to projet manage
bento the neds ofthe projet when neceser

fective project management ensues that the organization is focused onthe most important work
and thatthe right work done corey and in the mot time: and collec manner Risks ae
identified and planed for before they ose communication ds managed ete and specie guay
incre ae achieved. Thee efforts eu in esedstaholders and achievement o busines objective

Program Management Grouping elated project nt program lowsanorganizaontocoordnate
theiemanagement ofthose project, aethownin pur 2.1. hl approach focuses on theinterdependencies
between projects, works to ensure benefits for which the projects were inated, may help decrease rik,
snd unproves over management. In ado to he work required o complet each individual projet,
{he program also includes à program manage coordination and management titi, So when You
cover tat your workinvalves more than one project, you can manage he projects as à program ihe
program approach add valo. On ou may collaborate wih program manager if your projects pst ofan
‘sting progam

Program

nee
relied work PoR

Portfolio Management _ A porto includes programs projects and rested operations work hat are
prie and implemented to scher a specie strategie business gol (se aro 2.2), Programs and
Project that make up à poto may not be elated, other than by he rational to this common
Statepe gol. Combining programs, poets and operations ato one oe mare polls helps optimize
thew ofrsouresembance tbe benestto the organization, androduce isk Ihe wokofan organization
can comprise one or male poros. projet is included in a portfolio baed on potential turn on
Investment, strategie bene, alignment with corporat seg, and other factors crit to

Port

er
retail

POUR 22 Perf

38. Framework

‘Organizational Project Management (OPM)! Oxpniztonl jet Management (OPM) eres
or defor projet program and porto managements welasother onions practices
pi de organization focused on ove strategy: OPM provides direction for ow
Man programa projets nd ter optional work shoud be proce, managed tel,
a st chere strategie goals and desired benefits. Figure 2. shows how OPM dires an
ne aa with projec. progr, and por management in place 1 ace sate pul
Re han se pc ere depictd is estan, an help you cote answer
Vlan ecc les à question tl you otherwise, sume his canin framework in
Dee when answering sam questions

ROUE 23 Oration poet manage

ey point to understand is hat al forts inthe ranas — ber they are par of rj
og ra or operational work hold be ied by the nization and spp rte
PF canton changestthe onanational oatgy wil neces changestothe onion’
pag pus and openonl wosk—both ongoing efor ad future inves For
ra emer ange ips whe oration step the projec my be changed mieoue
being tie alignment ori may be terminated

Project Management Ofic PMO} _ ThePMO ¡sa department ihlnan opinion las provides
Prec nes wth projet governance. The PMO crees and standardizes the management of
projects ean take one of ever forms, including the follwing
scppontne Aıpportme PMO provides e pols methodologies empates ndlsanleed
abi nition Rtypralyexeciealowlevelafcontl over projects

ous 1» mann wT con

39. Framework

+ Controlling A controlling PMO provide support and guidance on ow to manage projects, tas
ces in project management and projet management softwar sis wi pectic project man:
agement oo and ensure complace with eganizatinal polices, ttyl asa moderate lve
at coat over projet,

Directive A directive PMO provides project managers for diferent projects, and is responsible for
the ems of those project al projec, project facial in, pe o infuenc, are managed
ly hifi. À dite PMO has a high level of contol over projet

The PMO may

Manage the intedependencis among project programs, and poro

Analyze information fom projects o ases whether the organisation is achieving it strategic
heures

He proie resources
Recommend th teinaton of projects when appropriate

Monitor complace with organisational processes

Help gtherlesons learned ito a repository and make them aabt the projects

Proride templates fordocuments such asworkbreconmn structures user stores crcommunicationt
management plang

Provide guidanc nd project governance
Provide centralized communication about projects
Be more heavy involved during projet nating than ter in the project
Have representation on the change control board

«erie projets

2.1 Exercise Test yourself Read the description ofthe PMO, and determine whether isa
te berupportive, controling or directive, o combination ofthe hee Wate he answers in your
Exercise Notebook

Description

Manage a proecte throughout the organization

Provides support and guidance requires al projects within the organization to use
desigate project management sofware and template, Put est obere eur on
cree project,

Coordinate al projet within the organization

Recommends common terminology templates reporting and procedures to be used on
Projects throughout the organization to promote consistency and strain lots

Appoint project manager

40. Framework

Description

7. asthe highest eel of contol over projects

Answer

1. Direcive S.Dicetve
2. Control 6. Controling or Directive
a.ContelingorDiccve 7 Diestive

porte

Project Management's Organizational Context

occ projects provide business ale and deer bene fined in a basis cr nd basis
A je ae dead o rio postive ange an nain may 2
aan core and some st st ler aber gun NTS Ta
Amro Prodan nana comes at iuencs er dera is
sled ined sete ines outcome (opus). Orpi cote incades mandes
edo pas nd pj goreance ads plana tu, To
ea an PDO Cue cl inuences: enterprise environmental tos (EER) and
npatational proces assets (OPAS)

RE and OPAsconbut to andare iafuencedby the organization onesin which pees
ng earl undentandng domain (Busines Environment) nthe Examination Cone
ye re compl view ofthe project envionment, You shoul also understand In Nee
atin (ECO), Fa ane by at ol equenty used tas and techniques avale within he
Fée developed hough nv esperen.

Operations and Projects Mos work done in stats cane deeibed aber apena
ora peta wo nging wok spp the bane and ems De eran
re wok end va er de Understand te ferne for he eam Neo ds
seers Proj al poble inte question sta someone i tempting € manage MEDS
(estan) work such at manufacturing a poet

attest ares sin oer of oo by are ol conecte When ech ii
ne tame going Dies operations o te bene ofthe put von
Sh norman A meca nai ma reus empeze ing aus
ica scans For emp when a rice companys intemal pjs © deep a Rs
to operation tg competed emplyeeswillnedto era howto usthe em and js he
a Moore im the daly moco the bene can be ened

eran goer both ways We a project may develop product or service to be wed
ep ee edo chang or inpro peon wckmay romp be into PS
pectin wei te denia anew cron cin een may have ate problems scan
ca the ncn operations. A anche example imagine he caseload waking arde os
a Me hve red woking wiht bt ome bug have ben denied. sng

© HD ts, » 962454484 «mom mum co

41. Framework

these bugs wou ikl be desea the operational work of saitining busines systems ater han
36 a new project. Ifthe organization decider new fstures or functions must be added to the caseload

is important to note that the approach to new ooecs within an organization bat dependent on
chosen approach usd in the past or instance, ital as tracking syst ray have en ge
Project will defined requirements that took months or year to complete nd had been managed ing
3 rede approach. Adding ne fetures would be a much malle project and an adaptive approach
‘ould be the bet choice for hs new project, depending on several actors including project acera
imogitud, and predictably of euteomes

Governance | very orisization sdiferent and governance is designed to suport the specif culture
nd atibutes ofthe organization. Organizational governance affect and fete by projen german,

Organizational Governance Orgeiztional governance esto the vel structure ofan organi.
involves eng the polis and procedure for how work willbe performed to meet sage gal and
to support organizational operations and decision making There may be rule levels ol governance
within an organization although hs ca vary. General à bord of decors responsible to ensure tat
Work thoughout the organizar conforms to external gpveramenor regulatory) and internal standards
dad reqisements. Intl requirements include polices and procedures regarding portfolio program,
project and options work wish ep to asus that thee endeavors ace within he seg plano
Organization and hat they conte tothe delivery of spec enc ox vale

Project Governance ‘The ECO tsk 14 inthe Process domain (establish project goveroance struct)
requires projet managers 1 detemino ther project governance so al he project in agreement wi
Oraniratonl governance. Do you eablih project govemance structure on your projects How does
[prernnce dir between predice and aloptre projects! Predictive governance sica lotes
formal documentation and upton! analysand agreement Agile govenane, in contras general less
structured but til alg withthe necessary polices and procedure of he organization. hts important
ep in mind both predictive and adaptive approaches as you may se exam questions hat wil tet your
Incwldge ofboth projet evironenta

Projet goremance ca be esubihed and administered by a PMO. le may involve defining project
managers authonty and he cretion enforcement of processes and polices regarding are such as ik,
safety. The swaenes of these requirements helps shape the bet approach fora project. For inane,
potential rgutory reins ona new energy projet might ead yu down te path fan ale ri
proach, but there aro multiple spe methodolages you could choose

Organizational Structure One aft primary forms offene on project is how the company is
rganized. Te organizational strate wil dicate who the projec manage’ goes tofockelpwith estures
50 important tht an anuer to à question onthe exam can change depending on the structure ofthe
oran being disease.

Questions onthe exam are often phrased in tems ofthe projet manager eel authority and how
the form of organization impacts thelr management of project For rap, exam questions may del
wi who has the powerin each ype of organization (he project manager orthe funcional manage),
they may quis yout understand the advantage od dtadvanage to the project manager ia each pe

42. Framework

Au ou rad through the following sections defining the diferen npniationa structures ake time
to thnk bout bow each for woul impact your work 3 projet manager and how you would solve
problems in diferent sitions within en structure

Functional Tis common organiationa structure. Functional organizations ae grouped by aca of
alto within fanctiona area such as accounting marketing, of manufacturing. Projects generally
Prin a ingle department, so when you seefunctiona” onthe exam think sl” If information or
Project workisneeded fom another department employees tansnittherequesttothe bead othe depart
Trent who communicates the request to the other department head. Otherwise, communication says
Vete projet Team members complete project workin addition to normal departmental work

Projectoriented In a project rind, or projected organization, the entre company s organized by
project The project manager has control ofthe project and personnel ae asigned and report to them.
En you sce pojectoented onthe exam, think no home" Team members complete ony project
ok snd when the project I over they donot havea department to go back to. They need to be assigned
Uo another projec or get a job do diferent employer Communication primary occus within
the poet

Matra This form isa attempt to maxime the strengths of both the funcional and proectorented
ture When you se “mar on the cam, think “two managers” Team members report 1 two
manage he project manager and the funcion manager (or example, the engineering manager)
{Cameron goes fom tam members to both manager. Team members do project work nation
to normal departmental work

na strong mati power rests withthe project manager. In a weak mateix, power rests with the
functional manager and the power ofthe project manage i comparable to tat of coordinator (who has
tome authority and can make some decisions but reports to a higher-level manager) o epeltr (who
‘Sondinaes communication and ss bt cannot make or enforce decisions). Ina balanced mat the
powers shared Deere the fanctionl manager ad the project manager

he exam typical does not identify the foren of organization beng discussed When it does
tot specify a form, asume matrix. It you remember ds, you should answer exam

MAN pute of locating worispaces for the prje ts in the same room. Because sounds

Erg Ati mai as nothing do witha matrix organizo, impot colocation
tt
BEA Sere one ormo, thas often been sedas fort chic forthese questions onthe exam.

2.2 Exercise Testyousel! Questonson the exam villes your undestanding ofthe advantages
nd dindvantages of the diferent onponationalstrocturs (anciona,projectoriete, and
iat) In your Exercise Notebook, lt the advantages and disadrantags of ech organizations
ictus Understanding the dferencer been these structures wl help you raue situations
Prato on the exam, and youl be abet choose the ight answer within an denied constr

ONO PALCO ne 2 40244 = HDI. me o

43. 1 wo Framework

Answer

Functional
Avanos Disadvantages

Esser management pales People place mare emphass on their
fanetona special tothe detrimento e
project,

“Top mis pari ly one apte ie cars pul pr rompa

Similar esco ae central the The projectmanager hs ite or no authority

company is rouped by specialties

Clea defined career pats in areas of work
speciation

Project-Orentei

Advantage Dicaventages

ficient project organization No "home" for team members when project it
completed

Tea yat te projet Lackof specialization a disciplines

More eficent communications thn funcional Doplication of fits and job functions

Proectmanagerhas more powertomake May esti es cient ane ofresonres

Matix
‘Advantages Disadvantages
Highly visible projec objectives va admision seguid

Improved project manager control over Project te members have more han one
resources (as compared to functional) manager

‘More support from funcional ares More complexto monitor and conteo
D uälssionufscaeeresvuse: Roue allen is mon comple:
ater coordination Extensive polices and procedures are needed

Boner horizontal and vert svemination of Functional managers may bare dret
information prio tan project manages

Team membre maintain “hom Higher potential for cont

Inputs and Outputs Inputs are what you sedi ocderto complete proces and outputs or outcomes
‘newhatyouhavewhenitiscamplted.lnputsand outputsarelogealand should aot requrememorzaton
ifyoubave a good understanding ofthe ations involved in exch ofhe knowledge are processes Tet yor
understanding by answeig the allowing question: Whats an input o sake register?

Ananewertotheqestionmightincde potential aksholdrlst and contactinformation,historieal
Information, and a sakehlde regste template wit instruction, bu there ae ober input you coud
have thought about. The output or outcome she completed staksholder tetes,

(©2120 NC Rates, he" +92. AU rn com «vs on

44. Framework + w 0

Door expect the inputs tested onthe exam tobe included or ls sed inthe PMBOK Guide
or cpl Ju on pod the project team (oat leat a iil version ofthe tem) to create 2 WBS
Veit a tech sted as an input to cresting a WHS. The remain chapters in tis book wll
ip ys undersand the processes of project management along wth her Inputs and outputs,

Tats take inp to projet tating as another example of working with inputs and opts. Try
this cree

2.3 Exercise What docs project manager nee toit a project? Waite your answer n your
Exercise Notebook.

‘Answer 1 you know what efforts ae involved in project nating (uch as dating the project
carter and cnn and analyzing dakeholde) he input ar air t logical det To
{nate a project, you need to know ar have the following, Make sure you identify anything rom.
his ou dd not think of A tt you peli.

+ The biens care and the benefits + Defined processes and procedure for
management pla forthe projec how the company opere.
“he product description and Relationships with the sponser ofthe
requirements ey ae known upto project key vtlebolder, and possible
{hs point other word whats he Fan members
projet supposed to do? Templates fom past project.
How the projects into esupporsthe | Historical WBS.
company stati plan
Aloe stakeholders
Any kan constrain (such as
imposed cede, budge, or
resources), ks and arumptons

Historic timate.

Lessons learned fom previous projects

Whats going onin the company today

inching mojo projects and the

potential impact at current and

Any relevant agreements indhding Planed initiatives could have on this

Contacts Fany ofthe work vil be done | projet

eae tee An understanding of the company’s

Indust standar pren

PA | + Atof people who maybe gpod toes

‘orcamplinee Ars pore

‘The company’s change conte pte. Information om organizational and
projet ovemance.

ei ied influencing factors o toot and techniques within each chapter may not be

[nea ned, the to and techniques tat have Been cdd within a chapter ae unique to
that knowledge ata For example when we alkaboutdefningscope ne Scop” chapte we bighlght
eet anal as à wol and technique to be used in lis proces, but we do not talk about expert
Frdgment, data malos decision making, o interpersonal and team il because these re tool and

E In preparing fr tb exam and as you study the ost of his book, keepin mind that al the

techniques common to many knowledge ars.

OMIC Peston ne” 52 8 LEA» Es «mama

45. Framework

‘Why worysbout inputs and outputs? Because "Where am 1 in the project manage
process” e the most important answer you shoud know immediately a yo e reading an
ram question. An understanding finpus and outputs gives you part ofthat answer Here

ko help you gan confidence in your understanding ofthe project management processes
‘What de nad bfr con

Anontput mesas

“What am tying to cher when am doing

Organizational Process Assets (OPAS) Most orgnizaions maintain tw types of OPAs: processes,

procedures, and policies and orpnizational knowledge epositaries,

Process, Procedures, and Policies Over timo, organizations develop or opt processes, procedures,
dnd polls for project Collective these process procedures nd polices are rad to as renier
tional process at, and they apply to aspects of the project such as qual procuremen, and retoarce
management, a ells change conta sey compare, and noe Project may recomend changes or
Mrptointse the ficiency other process and proces ut theyre pnl ome bb Po}
Celmanagement oli o othe depariment response ar opt german
Organizational Knowledge Repositories’ The othertypeof organizational process sets ogaitatons
-nowledge pastis which include information on many cts of projet
Historical knowlege ase are maiatsned and updated by every projet and made accessible tothe

refe eepnization as pr of ogunization repars Historical information can be sed wo plan and
Image projects, thereby mprovig the process of project management and wohin, challenges
txpercnced by pst projects Here are campos of histo information

> Acidos + Retospetive findings

+ Bacilos + Project management plans

+ Benchmarks + Projet documents

+ Reports + Prototypes

+ Risks and isk repons plans + saines

+ Eximates + Conespondence

Another aspect ol historial information sesos earned, We wil discuss sons ene in more

des inthe Integration chapter For now, you ned o Know that Lessons lead which ae crated
throughout projects, documen what night, what went wrong and what he tun would do diferent
ifthey had he opportunity to ar th project over spain. Lesons eared fom each project become part
ofthe Jesoneeamed repository alter project sure

Other oranizatinal knowledge repositories include
Configuration management, inuding fle structure, le rang conventions, busines of
otgatteational standard, and template project documents
Financial dts, including budgets and cual cots completed projets

ue logs and documentation regarding defects on projects
Metis that may be wel for otr projecte

jet management plans and busines, as well a project documents, ch as network diagrams
vi regina andakcholdersegstere

46. Framework

‘When answering questions on the exam, assume ee opération has information sch as historica
condo and eso ened fom previous projects and that ie company has incorpore these records
{nto an indexed organizational knowledge repository arable al
Hnterprise Environmental Factors (EEF) EBPs ae similar to organizational proces ass as they pro
‘de contest within which to plan the projet Howese, enterprise environmental factors are generally
uti the control ofthe project ea.

Enterprise enviromental factors eternal tothe organization include governmental or oer rules
and regulations ha apply 6 the performing organization

tea enterprise environmental factors include the structure culture systems and geographic
location) afıheerganiaion. Resource elted EEF include the technology and resources avalible or
gimen to project, such as documentation of the sil and abies of internal and prespproved
‘roma roues at are avaable through approved agreements. REF related to project management
M de a resource management ema procorement sytem, and quality management ysten.

‘When answering questions on the ram, assume hat the smpcts and limitation imposed by
enter envionment atrsaeaken nto consideration dvingpanningandasthe works cased out.

‘Assumption Log® The ssrumption logis repository ofboth sumptions and constants is started
the ne the projet charter develop Assumptions and constants ae Est identified at high eve
inthe busines cae and project chartes They wl receive further tention asthe projec progeses. The
‘Saunption Jogi an inp to many project processes, and anumpton Log update area frequent ope!

“Asumptons ae comparable t expectations, a they may notbe ently based on fc Stakeholders
may ao eine they are making assumptions and therefore may not article them when communicating
thel requirements Incorre asumplons introduce ak 1 he project, o they must be identified and
managed by the project manager

Constraints” Constants are ease to Men han assumptions a they are usally lady imposed
Voy management or the sponses A project manager mus juggle many things on projet including project
pasas such as schedule, cos nk, scope, quality, resources, customer sation, and any other
For that it opione (se gate 2.4). or example the date a milestone delveabe is du, the date by
sich the project must De completed, andthe maximum allowablersa project may ae area conscaints,

Castner
Sa

FEREZ Projet ont

Management directly or inde ets the priority ofeach contraint This piston schen used
toplanthe projet, evaluate he impact of changes, and prove succesfl project completions important
1 alate the fect a change to one constrain has gm another, Changes othe projet plan generally
Impact tabipl constraints.

© COME Plats ne #526 44 Wiesn" mar om

47. Framework

Take time to el understand discusion of torte change contin he Integration’ chapter.
Understanding the rlatontip between the constraint nd how dey pacta project can help you get
seven questions righton the exam.

Frequently Used Tools and Techniques Tier sre over 100 wol and techniques in the PMBOR™
(Ged here are many more that we discuss inthis book. hehe 1 use the ight one fr ie sight
pas under the right conditions. Irs also important 1 ala ols and techniques can have multiple
Fritos throughout the project management proces.

You don't have tobe an expert using allofthem, bat you do need o understand the purpose ofeach
tooland technique. Te following ae categoraed by hi fanion.

Data Gathering ifyou ned cllectinput rom taksholdersyoucan ue one or mare ofthe following
doing toc and echigue:

+ Benchmarking + Interviews

+ Rainsorming Market esearch

+ Prompelise + Quctonnsizes and surveys

+ Checks

Data Analysis Depending on the type of data ou are working with and the depth of analysis you need
todo, youean choos frm many data eas tools nd techniques inclding the allowing

‘Atenas nays + Root cause anis

Cost bonaftamaipis + swor

Docorent anaes + Trend analysis

aed ae analysis + Value seam mapping

Peformance reviews Variance ala

Reserve tals + Whatifanayis

Data Representation Throughout the proj, ou wil her and genero dat from various Sources
fora numberof purposes and tansform that dat to information though dats analy. Ths category
includes options fr eprsetig, or communicating, data ad information. Data representation tools and
techniques include the flowing.

Any grams + Mind mapping

Case and ingame .

Probability nd impact matrices
Rele maps

Seater grams

Howe
Hierarchical chars + Stakeholder engagement assessment matrices
Histograms + Stakeholder mapping representation

Logical dats modes + Te orened forme

Mat ira

Decision-Making Throughout the projec, os wil have to make counts decisions, ofen with the
input ofthe projet tenn he use of data analy and representation al support decision raking. There are
ray approaches to decision making icing he folowing techniques which ar sedi many project
management procese

+ Rstoffve

* Mate decision amis

+ Voting

A Pacto, me” S62 HE AS © oe co «nnn com

48. Framework

Communication As you wil ed later inthis book, reat del ofa projet manage imei pe
munici with mangement, the Len the comet, and other sehon The flowing are
Rare commenti techniques and concepts ou wil se throughout the project

+ Astivelitening + Meeting management

Appreciative ngury + Communion methods

+ Feedback + Communications technology

interpersonal and Team Skills interpersonal and ea sis ae elements fthe art of projet manage
Pelee elated tothe communication techniques and concepts listed above the following klare
Scotia for projects
Cont manageme + Meeting management
Cultural awareness + Motivation
Decishon making Negotiation
Emotional Networking
citation + Obseration/convestion

Infoencing + Politi awareness
Leadership + Teambuilding

Estimating The project manager is responsible fr leading estimating fort for many aspects ofthe
of li dle cnt ad eones The fllowingaze common estimaingtechigus you wil
Team aout in hs book

Analogous + Topdom

+ Boton + Expertjudgnent

+ Prametre + Planning poker

Project Management information System (PMIS) An organizations project management information
a parto a enterprise environmental cos The PS includes automated tools such as sched
‘ng tare» configuration management ptr, shared workspaces for fl storage or distribution,
wrk Suorzao sofware me tac software and procurement management software as wel as
Vesta ohms formats. The PMS i usedin many planing executing and monitoring and
Controlling process

Expert Judgment Sometimes the easiest way to ge information so consult experts Ofte, those with
pe made by the project are working on th ter, rt st within the panza. Esper od
sare common toa of the project management planning process although ts not frequently
cu inthis book

Meetings Meeting ar fen used inthe planning processes ofa project although you will nat ways
ng decd in ths book a a planning oo Mecings canbe an fective way o get Input or
HEIRS om groups o people but they can be overused. The project managers responsible for dete
‘Siang ethers meeting s wort the ine of those who would tend ries sa more eficent way
On objeie The value of meetings a well a somo suggested ground rales for meetings is.
discussed "Resources chapter

Work Performance Data, Information, and Reports A grat del of dat and information is
Void considerada comunicate thoughout the af profe rom nia observations and
ene o ande content and reports. The PMBOK” Guide uses tre diferent terms to identify
‘Ege hroogh which ths data ad Information mov. Work performance data includes the iil
O ent and deals about actives gathered dating the Direct and Manage Project Work process

© 290 Ptos e 852.45 44e mon mir on

49. rw o Framework

eating When monitoring and controlling projet, work performance dats analyzed to male sure
Conforms to the proec management plan. Is lalo seed to termine wat Ah data means or the
project aa whole The resul known as work performance information. Work perfomance information
E then be organied int work performance reports, which are distributed tothe various stakeholder
‘who need to cee and possibly ac on the information

Focexampe tsa project team performs asgned work accoringto the project management
pln. A certain activity tok 1 hours nd was completed on Jul 21. This is work performance at. The
et step to look a how his date compares tothe project management plan (a ths cas, Ihe project
edle). Ihe ct was estimated to tae 12 hous, wih an estimated completion dat of July 22, You
‘an analyze why ths city took ese than planed and what hi wll mean forthe resto the projet
‘Wy was the work completed ri? Willhiemean improve performance fort est ofthe project” Did
theteam follow the communications management lao and ot resource signed to sucesor activi
About the aticipaed ad completion so they could stat their work ety? Should fate activites be
tcestimated similar resources wil e performing sina work? The resul of this analysis is work
performance information Ths ofomation cn then be organize into work performance reports tha ae
Üsäbued though te Manage Communctons process I the activi was onthe critical path and had
taken longer han scheduled a formal change request might have been seguid to at the rest of
the hed

Project Selection

An addition to understanding the general organisation contest in which projects est, you should
understand what happens before à project isnated. A project manager should know projets story in
ter to manage it effectively and seve the ress for which tae intended,

The departments ad individals witha. your company present management with requests for many
ern initiatives (potential projecto), alo which woul eure an imestment corporate routes
When answering questions onthe exam, asume ta! the organization has a (ul process o review ad
analyz these potential projects and selec the pojct tat bet algas wih te tee goals of the
organization. Tere might ven bea projec selection commit n place t vane project propos

A project manager is not tyicaly involved in projec selection. o, you might ak, “Why i th an
portant topic to understand?” Good queso! The reasons à project e slctd and the vale it
patate ring to an organization indie sigacance tothe company The project manage: needs to
inf the projec as selected because vil estaba new are of business being implemented
to meet regulatory or compliance requirements, oi was chosen because vas the las expensive or
mot fable sation fos problem. The reason project was ected can Impact which contain ae
tele and wil fluence how the project manager por and manage he project A project manager
tna ep the reasons the projet was selected n mindthranghout the project to eva the objectives ar
ler

For the exam, you should be familar wit the project selection methods described net,
understanding these methods snot ae important ae knowing hat sch cies occ port iii a
jet. These cvs al outside he projet boundaries (the prod om project authorization th

Economic Measures for Project Selection the following scions discuss several economic
mesures dat can be weed for analyzing potential projects or selection Some of thes measures ar lio
sed in processes such as qul cost and ik management, and in integrated change control. The
measures can be used to develop project metrics determi when change othe plan ste needed and
<value progres changes, and eral project succes, Such sconomie mesures take à comparative

50. Framework

Keep in mind that these measures rent general used on their own tht an organization would
ty oder more than one of these mesures (slong with ater factors) when selecting project.

Return oa Investment (ROI) Return on investment determines the potent probably ofan invest:
‘em by caedsting the Benefits received elation tothe cos.

q ‘n= number of time periods.

the acronym PV i lio sed for planned vale (scribed in the “Cos” chapter). You can avid
anfang Des em by considering the contest in which they ar sed he question involves project
Souk ta hs sated and you are erating schedule or cost performance the acronym PV represents
alas vin camel alas management the question a discussing hote project was evaluated
For selection or funding, PV represents present value

‘Using simple emplee fos can answer the following question:

Question Isthepresent value of $300 DD be ecved thee ea fom now ethan expected
Interest ate of 10 percent more ores than $30,000?

Answer ‘Less You can put an amount of money ess han $300,000 in he bank and in three
years have $300,000.

Toperform callan: $30,000/(1+0.1)3~$300,000/1.331 = 5225394

Net Present Value (NPV) You vel not have toclelate NPV ast now that tis the present value ofthe
ut income revenue) minus the costs over many time periods General the NPV is pos
Ana nein ira goodchace- unless an even Bete investment opportunity exits The project
svt the greatest NPV is typically selected.

"Do Jou ready have good understanding of this topic? Test yourself wih te foloving question

Question An organization has two projects from which to chose, Project A wil take three
‘ass complete and hasan NPV of 45,00, Project wiltakesiyearsto complete
Ada an NPV of $8500. Which ones beter investment?
Project. The number of ears is not relevant a that would have been taken ito
count inte elation of the NPV

Interna Rate of Return (IRR) To understand ths concept, thik fa bank account. You pat money ina
con and expectto gra eur for example, I percent. You canthink ofapojetin the same way
Tra companyzemore ha one pojctin which olive, the company may lok tthe retursofthe
“ferent projets andthe elect the project withthe highest return

TRR does ge config when you gie ia formal definition the rate interest ate") a which the
projet inflows revenues) and project outows costs") ar equal. Calling IRR is complex and
Ps the sd of computer You wil not have perform any PRR caesatins onthe exam. Simply
[now that the higher the IRR number the beter

CQuation An organization has two projects rom which to choos: Project A with an IRRof 21
orc and Projet B with an IR of LS percent. Which one isa beter option?

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51. 7 wo Framework

Payback Period Thisterm referato th length times take forthe organization to recover is imstment
In proc before it start accumuling prt. oc example:

Question There are wo project fom which to choose: Project A with payback period of six
months and Project B with» payback pred of 18 month. Which one should the
ration selec?

ner Pret A

Based onthe infomation given in his example, the projec with he shorter pack periode the best
hice bt thatpayback periods tobe one ofeeverl nancial tors along ithoter considerations,
used in selecting a projet In some case, the best choice might be a projet that hs longer payback
period bat various other adratages

Cost-Benefit Analysis Cot benefi anahis compareshe expected cost of projecto the potential ben
‘ist cold bing the opanzaion. (For project section purposes, benefit ae the same serena.
Remember tht rerenue snot the same apro) This amas rss in the cacatio ofa Benet cost
‘ato hich canbe expressed as decimal or art. benefit cot rao ofgreuerthan means the bene
Te great tan the cots A benefit-cost nto oles han means the costae geste than he benefits A
ieneScoet ratio a] means he cost and bene are equ

(Quetion What doesabenefi-cos rato of 1.7 mean?
À. Theconte are grater than the benefits
BR Reremeis 1 timesthe cots,
©. Prñtis1.7timesthe cout
D. Comteare time the prof.
1B. The benefits, or revenue, th project rings to the organisation ae 17 times the

ent of the nie. Remember, the bene-ost rato calculan i looking at
even not the sales gue of poi

The organization may ws the benef costo t el choose om many potential projects A project
manages may lo pecorm cot benefit anal to determine the best elution approach once» projets
‘elected The project manager may perform th analyse at high level during project iii and a à
‘mote detailed ee uring project planning This information helps determine thing uch as what evel of
{alt eft are appropriate forthe project, what equipment oe technology should e purchased and
‘whether it would be Bet to outsource nal pieces of work.

24 Exorciso Remember you do nt have to use accounting formulas o pas the exam (side,
Possibly tom couple ofprtentalie questions). Butyon daneedtobaveagenerlundestanding
Swat the terme men. So test yourself! Fr exch row ofthe allowing chart wet down in your
Here Notebook which project (A or) you would pick bed on the information povided

Projet Project B
Net present valve 595000 $75,000
mR 13 percent percent
Paga period L6manthe 21 months
Benes cost aio am 13

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52. Framework wo

Answer:

LA EN
an 4A

sue allowing ae rome additional accounting terms related to projet selection tht you shouldbe
fama with forthe sam.

Economic Value Added (EVA) For project selection, this concep is concerned with whethe he proj
Beano Vas rl tan the nur cost, (Note hat hs sa diferent concept han ened vale
a ca di hae te acronym of EVA. Earned value (the “Cost” chape) sequen men
aan can whereas economic vale added shoul rarely appear in questions or answer choles

Opportunity Cost Ths term frst the opportunity given py selecting one projet veanothet This
require any calculo, Se the following example
‘Question An organization as wo preciso choose from Projet A with an NPV of $4500
An eject B wih an NPV of $8500. What is he opportunity cost of selecting
Project
Answer $45000. The opportunity cost ithe value ofthe project not slected

Sun Costs Sunkcosts ar expended costs People unfall with accounting standards might hare Wot
‘lw the following question:

Question An oran has project with an inl budget of 100,00. isha complete
sta 82000000. Should the organization consider ha tis already
1000,00 over budget in determining whether to continue with he project

Ansser No Thesoney spents gon.

Sunk cows should not be considered when deciding whether to continue witha troubled profe

aw of Diminishing Returns This states tha after certain point, ding more inp (or example
cine) ml ot produce à proportional ince in productivity sch as modules of ode per
e propamermay produce at ate of module per hour Wiha second progammer, the
dina at of 17 modales per hou (075 increase). With atid programe the group
ee at of 128 mode per our (0 nes) Tis party maybe dae to many tor,
Fey le dial coordination i required as more programmes are dedos proj.

Working Capita This rm refers an onion eurent se ios os ent abies, In ther
Mo e amount of mone he company has arable to inves, nding investing in project

Depreciation Large sets, such as equipment lose value verte Accounting standard cal this dpe
oda ae used to scout for deprecation The exam may sk you what they are You
cai ee pefonm any alone. (Se we id we cold make thi easy fr you!) Rather, you
‘Maat ana estad the following concepts about the two forms of deprecition

+ Straight depreciation With snigtlne depreciation the same amount of deprecation i
taken each yea
eal 01900 em with 10yearwf and no sage le (he value ofaniten athe od
(fi) would be depreciated at $100 per yes.

+ Aceclerted deprecation For many years he exam has ot asked dead questions on his opi
Jot know the flowing

= 052240444 «encom + mem

53. Framework

There ate tw forms of sclerated deprecation
» Double declining balance

2 Sam ofthe years digits

Accelerated deprecation dprectes faster than stag ne deprecation.

ample: À 1,00 em witha 10yearosefel ie and no alae vale (he vale of item
fie) would be deprecated a $180 te fist yen, $150 the second, $130 the net, ad

Project Roles

Forte exam important to understand who invohedin projet and what the ould be doing. This
section wl help you focus o roles ad responses within the context ofthe exam for the project
marges the sponsor team, and other takbeldesas wel as foncional (resource) managers and program
md ports manager, ch lf espe and Gea thee an exec fo erewing more Specie
responses oe

‘The Role ofthe Project Manager ln a tational pln-diren environment the projet manager is
accountabl for maging the projec to meet project objectives and deliver salu and bereits ta the
Organization. Ina change used environment, he projet manager may perform ml tan aie coach
(Glo anna sum master or ter lead) who manage the process and cat work forthe tam,
vale product owner y secountble for deivering the projects ae and benoit As you prepare or the
Sam think about our rl on project Do you have Le knowledge, abi, and authonty desd in
{his book? Do you ly plan nd onto yout projects? Ave you leading and managing ee?

This vole ines gathering information to ge the projet stare, ensuring thatthe projet is
competed according tothe schedule an budge, ncladig approved changes and tht i mero other
objectives. The projet manager dect and contribute to Ue projects planting and manages the teams
werk nd physical resources while the term works to build he product ofthe project

Wsieportanttoknow tht winginterpersonl and team ils, team building and enabling af and
mot environment may be more wi than using “omamand and control” approach (hei
described in mote detal inthe “Resources” chapter) In Bs type of project environment, the focus e om
understanding what motivates your tam members and then aligning tei project tac withthe project
Purpose and thei gale

A good way to think abou histo compar the concepts of management“ and “ende as
shown ige 2,

54. Framework + w 0

Management Focus Leadership Focas
Tach People

Control Enapowerment
ficency Eleven

Doing thing ight Doing the ight ings
Speed Direction

Practice Principle

Command Communication

GURE?5 Management Leader Feos

Canyos have leadeship without management? No You need the mechanic fanagementinplace
Botte tly etre you need to havea good balance feaerslp andthe mechanics of management
tosueceshily manages projet Team prodacitysbestamplied through acombintionofmanagement
andleadeship,

Too oe project manager may not realize hey nc knowledge of wha prope project management
involves and uadnaly many companies donot understand why project managementissoinportantin
ce he benefits ey want to le. A project managers evel of auton o make decisions can
bo vary depending on orunzational struct and othe ctor, such as whether they are assigned pt
time or under cont.

‘The Role ofthe Project Sponsoring baie efi ofasponsrisone who provides the nan
ll resource for the project pia someone in management. The sponsor also support the project
Sndpetects it rom unnecessary change, The ole ofthe sponsor may efile by two or more individuals
Song together In procremen station, the projet sponsor alo represents the bay In sch case,
Ue sling organization should lo bave sponsor.

nape and hybrid approaches the product owners roleisin some waysaralogousto at ofasponsos,
being responsible for eating he project delivers value and benets, But notice that in he previous
‘ecto the produc owner was le devribed a having role ima in some ways 1 hat o project,
tanagt Fo the exam be care think about he ol being described the question.

Tink about your company’ management at you read ths. Do they know what thir ol son
projec? How can you help them better understand their le? Without having the sponsor o someone
Pertorminga sponsors factions the project wil flr, wasting ie and resources. Someone must seve
oa poteior ofthe project and ls ports so longa the project continues to meet he organizo

Siri goal

“The Role of the Product Manager There are usally multiple projects over he course ofa product
jel In an gie environment, the product manager is pic he ead ofthe product owners and ti
Fay accountable forthe product ale and bene ts Bu he tem product manager sn imedo ale
‘vigonment ands exact meaning may depend on oranizatonal ere While you ae nat key to see
pect question aboot his ont exam you may se the term asd so Es hell to understand tin the
age conte

“he ol ofthe ProjectTeam "The project team sa group of people ¡cdi project manages
srl complete the work of the projet. Team members can change throughout the project as people ae
Mist to and released from the projet An age environment may include the concept of keping table
{sums within an ongaation and binging projets othe eam, wale more traditional appreaces tend to
semble tema ew projects teint.

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55. Framework

era vs the tatoo help plan what reds tobe done by ceting he WBS o bacilo and
timstes for thee work packages or activites. Team members complete actives to produce the
‘Eeversbles or tomes represented as work packages or features and help look for deviation from he
project management plan daring projec cxcexting and monitoring and controling In sie environment,
{erm members ac responsible for lc ng use socie with te customer that they can estimate and
plan the releases and tations, old eviews and retrospective, and update he projet information sing
Fc ike Kanban bords and burndown charts

‘On Lage projects there may be too much project management work for on person to pro.
therefore project manage may sl team member to help perform project management activi
the PMBOK" Guide refer to these people a the projet management team. Members fthi tm mast
har pret management ining Forte exam the tr project management tan refers oti sbset
ofthe team project tear, and includes the project manage

The ole ofthe Stakehoders _ A stakeholders anyone who vil be impacted bythe project ran pos
they or gave infuence th project hs inches Ihe custamer o end use, the pret manager and
team, the project sponsor, program and porto managers te project management aos function or
‘operational managers within the organizo, other departments or groups win the organization (ch
2 business analyst matkting procurent qual, orleal) andexeroa slr hat provide secs.
‘materials forthe project. Questions about he sole of stakeholders nd how they or her work should be
‘managed appear thvoughoot the eu

“Te stakeholders role on projects determined by the project manager and the sakshoiers
themsevesStaksholders shouldbe invelved in planing the projet and managing more extensive than
many people ar ned on her projects For example projet managers shold inele the custome
Fanaing and controling project. Customer representan i bit nt ale environments through the
Fale of product owner o vale management team, and thi is ncreauing) 0 on hybrid and traditional
projet The product oneal can e ile y someone rom the business who esponsor working,
th the er opie sure

‘The Role ofthe Functional or Resource Manager A functions resource manage response for
the harman and plc! resources In a speci department, such a IT, engineering public relations,
making, et, and for working with the project manager to meet the need ofthe projec. As managers of
People lite, equipment imtional resource managers maintain a salendarindistngawalabity
‘tthe resource fr projets and orgaiatons work, This might invention people iti,
equipment ar needed by more than one project tthe same ime there ae isis with resoures
rovided by the functional manager, project manages collaborate with them to resolve the
lie in this chapter we discussed diferent organizational structures, The degree that funcional
manager ar involved ina projet depends on wether te organization has a matrix, projec of
funcional organizaonalsructare. o avoid conic the project manager and functional manages mu
balance the spective needs ending the se of resources o complete project and operational work.
ie general the vesponsbly of the project manager to manage ths relationship by using lat
‘communication and nierpersoralandteam lls cha const management andemotionlinteligene

‘The Role ofthe Program Manager “The program managri response for managing group oft
ects combined into programs to provide coordinated conto, suppor, and guidance The program
‘manager provides overnight to meet bth project and program gol

‘Tho Roe ofthe Portfolio Manager “Te portfolio mamagri respon fr governance tan secure
level ofthe programs project and operational work that makeup a porfle A project is inchudedin a
Portfolio based on ts asocian with other projet, programs, and epertions that support the same
‘rganizstional strategic goals and other factors rica o organizaoa! succes

56. Framework + w 0

2.5 Exerolse "The following it conan the responsible foreach ofthe les discussed inthis
«aperos come css a responsibility hate unfair to yu, weet down in our Eerie
‘Notebook Completing this eerie vi lp you identify gap vo you ca pay particular attention
to understanding thos sponses ar you ead there ofthis book

‘Noe; Each os ists shoud give you good sense ofthe respective ole bu they are not
lbincsive or presented in à partilar onder and may not be excuse to tradicional or
ae approaches:

Project Manager Responsibities List

Aesponsibity Responsibly
Isasigndto the projecto ter an project. Tin charge ofthe project but not necessary
inicio the sources
Helps wit the project charter Builds, develops and empowersteam
Applies project management knowledge and
peronaandendersipskilstwachlere Usesrewardsandrecogaition
Project sucess
Asis the tam ander stakeholders ‘Ientfesand delivers equi leve
‘uring peject erecting guy

ents stakeholder, supports stakeholder
engagement and manage stakeholder
‘xpetations throughout the projet

lentes nd analyzes constraints and

Leads and directs projet planning withthe Manages project knowledge, including
sum or product owner sharinglesons earned

Selects appropriate processes forthe PIE Goes problems
(ihe team) ss en
apr dependences been cn
‘Tikes scion o produce a reli schedule Demonstates tic and ladera

Develop time and cost reserves sand controls
Dre Manage and control resources

Contesthe projet by measuring
performance and determining variances Rom
the plan

Underands and fosters profesional and
social eaponabiy

Monitors risk, communication, and
takéhalde engagement tncnsuretheyrein
‘Conformance with expectations

Coorinaes interactions between the projet
team and key stakcholders

Integrates the project compometsintos Determines the need for change requests,
Cohesive wholethatmertsthecustomert inloding recommended corectve and
eed preventive actions and dec spa
Wi the eam, approves or eet changers
Finalizes and guns approvalofthe projet authorized, manages change conto and sts
management pan ‘onthe change contro board (this the
product ownerin ag)

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57. Two

Resporsblty Responsbity
Indlencesthe project tum andthe

ronment by promoting 2504 ser metrics oidentyvaances and tends
Communication insulating he team rom in project wot, and is responsible for
Impediments eahancing the postive aspects Anlyeing.he impact of tse variances and
ofeutraldiferenes and resolving team tends

Spends more time bing proactive than Workewith team membersto resolve
alg with problems ‘astances fom th project management plan
Understand how cultura dfrences may

impact he peojecincoding bal teams, Keepsthe team membre focused on ise
viral teams os projects invelving mulple management and ek responses

Ensures profesional interactions between Perorms project dosingat the end ofeach
the team and othe stakeholders phase and/or or the project aa whole

Project Sponsor Responsibilities List
Responstity Responsbity

Daring o Prior to Initiating, he Sponsor:
Provide highevel requirements Provide funding

‘Guide the process to getthe projet approved. Provide information cearding the ntl

and formalised scope ofthe projet

Participate developing the business cas Mey (with the carter) dictate milestones,

forthe project, Ley eens othe project end date
Determines pris between the constraints

(not done bythe custome)

Provides information tat helps develop the

project charter and pprovesthe charter

Helps wo deine he measurable objectives

Advocates fror champions the project

Server as voie ofthe projector
spokesperson to those who do not know about
the project including upper management

Gives the project manager authority as
outinedin the project charter

anti oppor forthe project, Sets priors between projets

Encourages the naliation of igh eel

Ennrerbuynthrowghout the opi acon Be aan of ghee

During Planning the Sponsor

Determines he reports ed by

Provide he prjstcam ihn toplan Dem era so

Hop evaluate trade of during cashing, at

May review the WBS
2 teaching, and e etimating

enti ia Approves te End project management plan

During Executin and Monitoring & Controlling the Sponsor:

Resolves confit tht extend beyond the

Soporte forts ofthe project manager Res confi tex

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Framework

58. Framework

Resporsblty Responsiy
Protects the project om outside influences Approves jets, or defers changes, €
and changes Authors change control board o do so

Enforce quality polices May diet that quit review be performed
Provides expert judgment Clues scope questions

eps evaluate trade of during cashing, ft Work withthe project manager to monitor
tucking andrea progress

Daring Closing, the Sponsor:

Provides formal acceptance ofthe deliverables Supports the collection of istorical recorde
(theyre the customer) From project

Enable an ficient and integrated transe of
elverbles tothe customer

‘Team Responsibilities List
esponsbty Responsbity

Hepslenifyandimoirsukhnen amp wheat an communications
enti requiements Enforce ground als or ts charter

Execute the project management pln to

Ment consents and assumptions er
Create the WBS or product acog Aten project eam meetings

Decompose work pachagesinio activites or” Recommend projet changes, including
decompose stories into tasks correctiva preventive actions

dent dependencie between activites Implement approved changes
Provide schedule and cost estimater ‘Share new knowledge

Contribute othe lessons ese

Partie management process fone ot

Stakeholders Responsibilities List
Responsbiy Help Resporsibity to Help

Create he poet her andthe pro gon conti andssampions
scope temen

Developtheprojectmamgesent pt of e inmate
cop andre roxdap Lo à
Anprore pro changes Manage

Aitend reviews and acceptor jest =
<elveabes presented; provide feedback ÿ
Beariskowner Document lesson ered
Participate in phase gate eviews Provide expert judgment

Participate sa member ofthe change control

Beine with govemance
mired nil board

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59. Two

Functional or Resource Manager Responsibilties List

Pesporabit
Asia pci indviduas tothe team and
negotiate withthe project manager rep
{eam apd physical resources

Inform tbe project manager o thor projects
or deartenenta work demands tht may
Impact the project.

Participate in projec plannlagun wok
package or activites are assigned

Provide subject mater experta

Approve te final schedule during schedule
development when tivos tem or phi
rires unde thelr coool

Approve the Sina projet management plan or
Bco see roadmap when tirs
team or psi eses unde tel conto)
Recommend post changes including
preventive and coretive actions

Program Manager Responsibilities List

Respansbity
Manage related projecto achieve results not
cbaiable by managing them separately

Fnsar projects selected support trategic
ral ofthe organization

Portfolio Manager Responsibilities List
Responabt

Manage projector programs st ny be
Tage unrelated

Ensure selected projecte provide value tothe

Responsbity
Manage activities within hel functions arca

Asst wth suet lato team or pe
resources under hi control

Improve resource ulation
Parcpate ia rewards and recognition oftem

panies

Partipateinriskidentiction

Patate in quality management

Stone change contol board

Respansitty

Provide oversight adjt projects forthe
program benefit

Gide snd rupportindividul project

managen ers

Rosponsiy
Work with senior excatives o guher support
focindividal projects

Get the est tur from roues invested

Business Environment (ECO Domain Il)

ving an understanding ofthe busines environment within which project operates allows a project
manage: to deliver the benefit and value for which A was selected. Do you consider the business

ging project? Do you understn

ow business eriroment may impact and

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Framework

60. Framework ı w 0

the em “busines eovroament” can men many thing. The following should help you understand
the tasks achte with the Business Environment domain within the Examination Content Ode
(co)

£0 Domain: Business Emironment

Task Plan and Manage Project Complance

“Tasks Brute and Delve Projet Benefits and Value

‘ask: alu and Address External Busnes Environment Changes for Impact on Scope
“Task Support Ornizational Change

“qe is tasses projet compliance a it rates to scort heh and safety regulatory and
ber policy rated requirements neral or external to the organization. 1 important for a project
amador tect al compliance lated requirements and ensure hat all projecte work remains in
pince wth hos requirements. The second taco pecially fr delivering the projects benetsand
Sue The Ist two tasks involve managing change: the third is about addresing external business
Ttonment changes a they may impact scope, and the fourth task is about supporting (internal)
ramiro ange

Although PMT ttes tat ths domain makes up approalmately 8% of exam questions, question may
bbe on any project management elated topic and rege an understanding ofthe business environment in.
sade to cower corel In other words a good project manager wil understand the needs of their
project inthe context ofthe business environment

Environmental Factors Internal and etemal factors influence projects and operations of any given
funtion, There factors inchde the EEFS and OPAs as introduced eer inthis bol as well as
Comer, sakcholdes, regulations, technology, and the marketplace, among others. The business
“thtroncatnabways changing, soit important to consistently ases and adapt to changes inthe business
“veonment hat may ae the project. Basel your goals in operating within any business content is
{Diller the projet benef and ae tothe organization while ensuring compliance wth internal (such
german) ndetemal(sucharegultrg) envconmentalnecdsandspportingchangemsnagement.

Ta a predictive environment the challenge i o continually ensure the benefits agreed o during
ni plannig remain valid dba he potential solution wl deliver those benets. Small changes
tothe es mien muy simply equa repioriaton ofthe project backlog ora reassessment
peo scope. Thin may include changes tothe sched budget o oiber project constants. One way
sae eet pelos adope aa changing environment ito we the concept of bling» Minimally Viable
Prost (MVP) a package functionality thats complete enough to be sel tothe markt yet small
ough that does reprsent he entire product. This allows th project tam to lam the mos about the
Canos and business environment with the Last posible fr, incrementally. The MVP allows you to
‘Seow the increment of the product appel tthe customer and how the customer uses he produc. The
iii sacs edbacktoupdste the producto incre ts capabilities or even ancl the projectentirely
necia

Organizational Culture Projeisarimpacte by, and ave an impact on internal ulturl norms and
onpnational management poles and procedures These factors ae increasingly important in global
nico in which team members ar often located in diferent oes and in maltple counties
actos may have employees rom many diferent lares and multiple organizational culture wil
among vous branches of te oranizatin, Projet manages shouldbe ble to adapt their approach
Eos te projet by understanding these tre andthe impact within the organization andthe
project.

tsimportantto consider onganiatonl cure not only when iating a projec but throughout ts
Le cj, Why? Imagine youve planned projet and uncovered key requirements the sporting
Teton dat ntl dale The plan wil mot ceiny need to ange to adhere to these new

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61. Framework

Managing Change wi have main how change is managed int three min atpoies: project
cng, transtional chang, and environmental change While these ace aot terms you val fad the
‘am, these categories may lp you understand how changes managed on prof

The fet category is projet chang: those changes within a projet that act the success ofthe
projet The second category brought about bythe lution We welt second enger transtional
ange: those positive changes pour project is ment to bring o your organization and ts associated
saicholden (eg, cutomen, communes, goverment, sellers). Ihe third category represents
“vironmental changes (external th projet) that wll potentially ae the et wo categores change

‘While these categories make fo a convenient way to articulate diferen quais of change they ate
ot metal eve. Diferent types of change overlap and are ofen itedependent. Like project
Contrast you cannot alt change in one compo without hal baut is effect on the others

Project Change Project change managements discussed further detain the “Integration” chapter but
ere we it some examples of how good projet management practices help to manage changes within
‘+ Tteatveand lng wave planing support the understanding within traditional project management
hat ar project progresses new information wil became sale and some information vil change
and plans wll eed tobe updated periodica
Inteaditional projec management th progression fom rough onderofmaatde(ROM) estimating
for project section and initain is llowed by more definitive estimating using tool ke scope
decomposton, network dlgranming and thee pot estinating during anni
Phase-at tes fr projet allow the team and takcholders to pase, esate and approve what
has happened so fr onthe projet and then make a decision to move on othe net phase Changes
maybe made o policies and procedures at these lens
Integrated change control is the process of managing changes in the projet, esacng that
‘changes tothe project are cesary and cared out ptematicaly
Ali project management supports a continual site of project change through erative and
incremental planning and execution. Delivery of successive MVP increments ind fine tuning of
development work can be done with oot such ashigh eels planning, speimetalspikes for
‘empocngancerlainty and cycle ftime Boxed iterations

Transitional Change Why do we do projects inthe Gist place? A projects undetaken for the express
purpose of ling a business need to bring about poslive change of speci ature So before à project
stars itsstakahalders are in aston called cument sat. Ihe project meant orig the sakcholders
0 future stat defined by the projet bjetivs and requirements Project mansgement is gested toward
bldg the end result but also toward ping stakeholders make the eso fom current to aur
ste. BY thir very natur, projecte are about managing change.
However positive a evolution people nod help making the transition tit, Following se some
‘examples ofhow tht might e managed
+ A simple change to an lead existing software product automaticly downloads on sakchaler
deics anda popup summarizes the lange
+ Anew software rollout will completely change te way processes are completed inthe organization
The project i par of «coordinated program thst incldes a communiciens decor managing
«atea planned communication pe! while a ini decor manages an plementation and
tring project

62. Framework

+ Analredy excel product isbelng updated so included inthe new product olloutisatiadeinand
‘Rha program that gives customers incentives to by the new product

Environmental Change Think ofthis category as twofold. Changes tothe external busines environment
e pato pret and oganattona change tht may impact (orbeimpacedby) your projec.
D ae ha ready stated and is going well The project manager plan to addres changes
da el ke change requests within the projet nt consideration ut fr example, what happens
then something changes within the supporting organization? Now what?

Onnnatonal changes ma require changes tte project team, rework schedule changes nd more
nd md optional culture policy and governance wil enable you to make needed changes
mina nga eects and keep the projet moving forward What about the extra busines
di The dust you are working i, technology, regulations, geopolitical factor, and
Fenosa sectors can all xpesience change hat wl impact your projec.

Consider these examples of environmental change

+ our major projec sto develop battery technology for electric cas A competitor releases battery
emba vaa capaci marginally exceding the one you ar se to achieve with your projet.

‘Yomi ccd to cada projec change effort within your organization, which you know is very averse

to change on major projets:

Your orpniation has merged with another company and you wil led efforts to erate the

Fond ibility of your projet within the new organza

X natural dsster acting the region from which your project being managed wi act your

Projet Rak management planing hast tke this ito account

E regalo governing your product has changed that our project can begin lasing sooner than

aed hating acoplada wode tht il ans with he project carte, You can tano

the product aris to the marketplace,

How do you consider facilitating change? Regrles ofthe ype of changes aking place on our
projet orn your environment the process isthe same!

Te fare» high level of soplan about your products and services, your organization, and

Malin awareness and monitor the possibilty of change of any kind

"As poten changes ae identified, ease the changes and theirimpacts

Plan your respons.

Lead he team inopeating within the organization and the project to support your panned response

Make sure you ae comfortable with ll the concepts In ths chapter before reading farther. These
concepts provide bass for understanding much ofthe material presented the remainder ofthis book

0200 FG baer, he” 952.846 4484 cn + mums com

63. Two Framework

Practice Exam

1. Aproseteumidiscuing the benetsand drawbacks working on projectwithinthsirongniation
‘now that thas become pres orietsd. They can agree on many advantages forthe team and fore
“nation ut lo are tere ae some drawbacks elie to the ong atx structure the
‘orpniation ured a hae In projet rented organiatio, the projet eam

À. Reports to many manages

3. Haenoloyaly tothe projet

€: Reporte tothe funciona manager
D willot alas hae a “home

A project manager i tying to complete à sofware development project, but cannot gt enough
tention forthe project Resources ae focused on completing proces elated work, ad the projet
manage as tl authority to asi resources. What form of organization must the project manage
meiga

A. Funcional

D Mae

©. Bxpeiter

D. Coordinator

You are managing projecto develop an online cour in teaching Engl as second language. The
projet charter includes equiement ha he course include comple interactive games hike the
vues offered by our competitors. Sine our organo comen learning management stem
‘wl no support these feats, one tum member is etarching new leasing país wile the
‘ther start workon the course ute and een goals What Kad of projet thie?
A. Thisisa bid project ine the team members nd both adopt anew technology and delve
anew product.
2. Thirivachange-driven pojc since the technology andthe product scope ae emerging asthe
wodeisbeing one
"Tis yd project inc ih team ready knows how to build a online course and onthe
technology willbe new
This ea change driven project since the organisation mat change their approach to keep up
‘withthe competition

A project manage has tl project experince, Du he has ben signed asthe projet manager ofa
‘new projet. Because she wl be worn na mati organization to complet her project she can
‘expect commonicatons tobe

A. Simple

3. Openandaccurte

©. Complex

D. Hardtoautomate

A project team member i talking to another team member and complaiing that many people ae
asking him o do things. be works in function) orpaneain, who has the power io give diction
tothe team member!

A. ‘The project manager

The foncional manager

©. Thetean

D: ThePMO

(©2120 UC Raat Inc 85246484» mc «mc

64. Framework

A pla driven ogalzatonistyig to move toward more agile approach. As paro this proces you
inure been asked to manage the organization et hyd project What an you expect?
‘A. You vil plan the projet with he ws predictive proces then the eam will se ag practices
to mplement he plan
1. “Theteam vil be suing both agile and predictive practice in exch rio.
€. Koreachpurtofthe project you wi ect choose ether age practices or pan-tiven practice
D. You will ace to design the best balance of agile and pan rien practices based onthe neds of
the project and the organization

“Two project managers have as relied hat they are in a weak mati organization an tat their
powers project managers quis limited. One pures out hat hes really a project expedite and the
Dies reales she i ray project coordinator How à projet expedite diferent om à project
coordinator?

A. The projec expedite cannot mak decisions

The project expedir en make more decisions

©. The project expedite eports toa higher lvl

D. The peajes expedite as some thon

Ale flowing are characteristics fa projet exp:
A. Mis temporary.

has a definite begin and end

€ Hier civic,

Deepest ef every most

A framework or keeping an oganiztonfocosedon is overall strategy is
A. Orguizatons project management

The PMBOK* Guide

€ Project goremance

D. Porta management

A projet managers primary responsibility isto deer the product of the project within projet
amis Actions ten and changes made tothe benefit of one constant could negatively affect
Stother Which ofthe flowing bs describes the major constants ona projet

A. Scop, number of resources, and cost

1. Scope cost andschedule

© Scope schedule, cos quality ih resources, and customer sation

D. Schedsl, cos and number af changes

our corporate complance ofc has just med anew egurement that comple security checklist
mus bo Submit before the release of every her product Since his form wast orginally
ele you dat make plans for sompletingt Your eae dates approaching and the checklist is
‘doc soon, What should ou de?

[A sure ths the cect is led out accurately and submited on me

3 Delegate the ak of completing and submit the checklist othe business analyst for your

jee
©. Complete the checlst youre based on historical econ
D. Ask PMO to complete the heist.

65. Framework

12. Your project involves redesigning an lie tiing portal order to enhance the lamer experience
“The prue performance willbe measured sed om customer feedback surveys The redesign beng
déve incrementally, over malle releases. What wil e the est way to measure the business
‘aloe devered over the course ofthe project?

A. Onceal thereases are completed compar pre-prjet revenue to post projec

3. Divide the expected improved satisfaction by Ue numberof laze, and monitor whether eich
ewe deers is hare of he inprovement

(Anar customer stan improvement allel releases have been deliver

D. Analyze e customer fedbackafe each res, comparing the eal to predefined targets

If project manager i consened with gathering, itgrting, and disemiating the output ofl
project management processes he oul concentrate om improving the

A. Wockbreskdorn structure (WES)

2 Cosruoncatcas manage! pln

©. Project management information sten (PMIS)

A projetmanage mansginghiesond projet started one month after th fist on di and bth
projets are sl in process. Though hi fs proc is aa, the new projet seems to be quickly
[rowing ia se. As each day passes the projet manager feeling more and mor in need help The
ject manager has recent heard hat there was another proc he company Ist yer tit was
mit hissecond project What should he do?

A. Contact the projet manager for the aber poet and sk forashtanen.

3. Obtin historia record and guidance fom the projet management fice (PMO).

©. Waitt ae the projctis pace by the growth in scope

D. Make gue he scope ofthe project age toby ll dhe stakeholder,

‘To obtain support forthe projet thoughout the performing organization, is est f the pro

A. Ensure there is communications management plan
2. Covelats the need for the project to ue organizations strategie plan

©. Connets the projecto the personal objective of he sponsor

D. Condes thatthe management plan incade the mnogernent of tr rentes

Your management teams decided thal orders willbe tested as projects nd that project managers
willbe ted to update order daily to revolve sus, and to ensure he customer formal accepts he
produc within 30 days of completion, Revenue from the individual orders can vary fom $100 lo
150,00, The project manager will not be equis o perform planning or pore documentation
bean day eta, How would you deine ts statin

A. Bco sch nvidia arder sa “temporary enderron? ch orders project.
BB. isis progam minagemeat soc her re mule projects lr

D: Orders incuming revenue over $100,000 would be considered projets and would involve

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66. Framework

Two

A projet team I working on manufactusing a new product Bt the ate having fut creating a

rer charter What the best description of thera problem?
A. They havenotidentifed the project objectives

3. They are working ona proces and nota project.

© Tod date has not been set.

D. They have not dete the product ofthe projet

(One of our eam members informs you that he does not know which ofthe many projects he is
working on isthe most important. Who shoul detemine the pronies between projects in
A. The projet manager

3. The project management tea

©. The project management fie (PMO)

D. The project team

The difference Between a project program, and port
A projet is temporary endeavor with begining and an end, a program may include other
tonproject work, and a portfolio al he projects in given departement or division
‘A proc à lengthy endenor with bepnning and an end, a program combines wo or more
ltd projects and porto combines two or mote programs
[project a temporary endevor with beginning and an end a program isa group ofreated
peo ands porta ovo peje and roma ed à pe sra
Organization objective
[project contracted endeavor with begining and an end, a polio isa group of projects
‘rsh more open-ended completion dates and à program combines wo or more portals

A complexes engineering projetisnering competion acute work wasbighy technic
And newt de opinion, tbe roda ofthe poet war lad two months ter hay panned
Despite te e diver, management appreciative of be eb espended and Belo that this
reduce mil perte sion opportunites forthe organization. Management alo thks tha the
"Eee of steam wll provide et au foe working on slr projets the tre The
‘poner wants dut kasan leed be thoroughly document. Lesons leed ar best
completed

Run

© Thesponsr

D. Theses

Projet has a internal et retar (IRR) of21 percent Project haa IRR of percent Projet
{Chas an TRB of 31 percent Project D has an IRR of 19 percent. Which ofthese woul be the
bestproject?

B Projet

€ Projet

D Pro D

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67. Framework

22. Consideration of ongoing operations and maintenance is crcl important to products ol project
‘Ongoing opestions and maintenance should
A. Beindaded a actives tobe performed during project ware
BB Be separate phase inthe projet life cycle because a large portion of ie eyde cot is devoted
to maintenance and opestions
©. Notbe viewed ar partofa projet
D: Beviewed ara separate project,

What ea program?
À. Anintitve setup by management

1. Ameantto gin Denets and contol freed projects

€. Agroup ofunrlatad projects mansgod ina coordinated way
D. A goverment regulation

24. A companyismakingan eorto improv is projet perfomance aad crete histori records of past
projets What the best way o accomplish ke?
AL Crete project management plans
5. Grestelesons learned
©. Gree work gas
D. Cross at par

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68. Framework + wo

Answers
A mm

Explanation The main drawback ofa projctrrinted organizations at atthe end of the projet
Melon the eam is dispersed they donot have functional department ("bom") to which 1 rum.
They need te asiged to another projector et a job witha erent employer

planation In à functional organization, the project manager as the les support for the project
{in halide autho o assign resources, Project expedir and projet coordinator ae soles in a4
wea nati onganiation,

Answer B

Explanation This san example of a change-deven projet that cannot be planed up front since
there ra gh evel of uncertainty about the technlogy andthe product scope. Wal he team may
ale now how to bid a online cours, the have developed interactive games before and they
‘Tout know which platform they willbe using et. The choice of platform wil ac how the content
Sr balade features avalible to the developers. Change-deiven teams ar often fed with coming
tp with unique solution ht has never been built before ths were ybrd project, the team would
sing bo predictive and ale approaches in a customized way. However, the scenario docs
nenas sig any predictive methods and ht approach would require a higher level of certainty
than described bere

Answer C
nplanution Because «project done in à matrix organization involves people fom aos the
nant, communications are more complex,

Answer B
‘planation Ina fnetonalorgantain, the team members report the Functional manger. The
project manager probably report to the functional manager as wel

Answer D

Fsplanation A hybrid approach to project management uses both predictive and aile appro

tut dat docs mean both approaches ar wedi every tation, I ko does mean at upfont
lnning done predicvely wile implementation e done in an ge way Although it’ posible that
rey pat of th project wil se either age or hybrid practice, hybrid ofthe two approaches may
A her is no et definition foe to doa hybrid” project Each hybrid project mutbe
stemizod based onthe needs ofthe project and the organization.

Answer A
Brplanution The projet coorinaoe reports to a higheclevel manager and has authority to make
ome decisions Te projet expedite as no authority to make decison.

Answer D

‘planation “I repeats sf every month” implies that the whole project repeats every mont
General, the only things that night repeat i à proec are some activites. The whole project does
notrepeat. Tiss more kal acharacterii of ngotng busines operations.

Answer A

Eaplnstion Organizational project management (OPM) provides a famewovk and direction for
to projet prono, portato ndonpanizaionl work should be done to mes he organizations
aged

0. Med lore «mire

69. Framework

Explanation “Scope, schedule os, qual, ith sources and customer station i the most

«cuate ofconssints or competing demands that a projet manager sas del with,

Explanation Is the projet managers responsbily to ensure tat compliance requirements ae
met: In thi sensi, ha wl mean Bing the appropriate person to complete the orm and ensure
that tis sbmited on ime, The person wo completes ti form must have the necessary expertise
td based onthe information provided, we cnt tll wh tat would be We dont Know whether he
project manager busines ana, of PMO have enough knowlege of the security requirements 1
Compete the for We can only sy thatthe project manager eds to determine who Best qualified
to fl the fom and ensue tat itis led oat accurately and submited on time

Answer D
Fplavation “The scenario say that the busines gos enhanced customer experience ss measured
by frac survey not revenue enhancement. Therefore, comparing pre and post project evene
wort name the value delivered, Alsi wf be help to divido the expected improvement by
Abe number ofrese, since each release wil incide diferent estas. Asesin the reais ater
thersieases are done wll not messe the ve being deleted incremental throughout the project
So the best option sto review the metrics against predefined targets (documented in the aly
management plan) fer each relent This allows you to monitor valu dire throughout the roel

FEsplaution “The scope management plan andthe WBS focus on projet cope The communications
management plan address who vil be communicated with when, and in what fora: The only
‘hole that adresses pario, ogro, and demain information the PMI.

Explanation There re many things the project manager cold do. Asking the ater projet manager
for sance isnot the best choie asthe other project manage: might not be an experienced mento
Her advice might not be adequate 2 hlp this proc manager. Waiting to ates the impact on the
project reactive a project manager shoul e proactive. Gaining agreement ofl the tkcholdee
‘the project cope ls alo nor the bes chic. I would be help but doesnot special addres
Ihe sue in this stanton. By contacting he PO, the project manager can acces he knowledge
mary project managers, higorcl information fom many projec, and the site of someone
wou job ist hal.

Anse B
Explanation. Conneting the projet 1 the sponsor objectives might be a god ides, but it docs
not adres the issue ofoblining support throughout he performing organiatio. Neither ensucia
‘here à communications management plan nor confining thatthe management plan indes

tof team member dec address the need to obtain support fr the project.
CCocelting the need forthe projet tothe ognizaton strategie plans the best way o gan support

Fsplanaion Because orders ar nomerousandofshot duction, ths station isa recutiag proces,

70. Framework

Explanation Manufacturing products an ongoing proces tis operational wor, ot project work
“Therefore, the manufacturing team would have no reason fo create a project charter and woud bare
ul doing sof they tied because of th ongoing nature of he work the question refered to à
team devcopinga new product however thst woul qualify sa project

Answer C
Baplanatlon Because the question aks about prone between projects this cannot be the oe
ofthe project manage, the project management tem, or Ue project eam. Determining priors
beten project ale ofthe PMO.

Answer €
planation A projets temporary endesto with a beginning and an end, a program isa group
breed projet and a porta à group of project and programs elated 10 a specie seg
Organisation! objeie Remeber 1 une Ihe proces of ciminaio,ralig out any answer hat
not completely conte.

Explanation The best answer is stakeholders a thet input s cta! for collecting ll he lessons
Heard on cach projet. The ter “akcholden” includes all the groups mentioned inthe other
answer options

newer ©
Explanation Remembe, the internal rte of return i sims to the Interest rte you get from the
bank The igher the ate, dhe beter heee

Answer €
Explanation Remember the dafohion of a project: temporary and unique. Operations and
mmantenanare considered ongoing activites, oot temporary, Therefore such Work ot considered
A project x prt of project

Answer B
Explanation Did you sec "group of unrlted projecte managed in condinated way"? Iso you
‘mised the word "unrlatd” Programs ae groups of ted projects

Answer B
‘Explanation Lessons leaned help to avoid ote pills and use the goodies of past projets. This
Ted to improvement in fte projet. The organization benefits rom creating a lessons learned

©2120 AC Pete ne." +62 BG AU nce umi on

71. Processes and
Domains

THREE

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Si Ener

The Project Life Cycle’ _ race 19:

The project fe cycle is how you organize doing the work ofthe project andthe project management
process how you organize managing that wock Both are ncrsary to complete projet hi section
‘lover both concept

‘The Life Cycle and Development Approach A ile cyte is a progesion though seis of
Govelopmental stages The project development Le eye” eect the performing rganaations
methodology for managing «project. Iie a logical breakdown of what you need todo to produce the
Project delverbles, ads slctd bated on factors such a the typeof product being developed he
indus the organi preferences, ad the development approach

‘A project fe cycle can we plan-siven or change-diven developmen approach, oa hybrid ofthe
vo There ae generally one ot noe phases though the term "phases willbe qual tern reference
to change déve projects. An example of lt cle for new product development ght include the
following phases: researc, design, bul, te nd implement

Plan-riven Project Life Cycle Pln-deven projets have predictive development (so referred to as
traditional, predictive, vería) eyes ha require scope, schedule, and costo be determined in
<a eary inthe fe fa project before the work begins to produce he projec elverahes. For example
a construcion project would tpialy be managed using predictive ie cy

CO MUS Pats, "+20 44 rr om ml on

72. Processes and Domains + u # € ©

Change-Dven Project Le Oele Change den projects se eure and incremental (lo fed
toarapl oradapte) development feces adhe variglevelsf ai planning fe sope sched,
nes Iren andere era eu pantngefigh nlsnpe sun enough
‘low fo preliminary mates om nd a scope la Senos ite more wih uch ein

A incrementa! development He cy dvr complete, able portion ofthe produc fr ch,
iteration Fr example o ud website sigan incremental je woul voor,
eme lato cation tat dnc à By Arncning porton ofthe webs a he ead of
pe

"Wi anita devant Mel, the compete concepts alt in sues eve of dea
create end real To ul the website mention inthe previous prgraph wang an rie eee,
planning forthe fs raten woul focas on planing to cree a protoype ofthe nize west Aer be
Delon othe ster Di, ech secs eration woul be panned to dd more deal ut a
complete sa ally fanion le cho

‘Adaptive development ie cycles involves fed acude a well as xd cont Scope i broadly
defined withthe understanding at wil bern hroghout te ie of the projet. Te customers
{ovement document snd pried ina backlog whch canbe adjusted he prje progres
‘Whos plannedin shor incremental atom 1 change and eat requrement in
thetinc and cost const Amen sofware development rjc may follan adaptive apre, ong
‘geht might incl gilera sie ds, und planing flame y short ee stages of
‘eed des, coding, tag and else.

Hybrid Development Approach A y he cycle combination of a predictive and an adaptive
development approach. Wah sch an approach, aprdictve ie yl is sedto manage the projet require
tment that ae well ined, lean adaptive if pele e used to manage the requirements ha ae Less
cla

factors including development ie cycle. Its important t thinkin terms of plan dire
project ie ce forthe eat, ut yo wil have t understand how change deve projet occas well
Remember Eat many of the same process and ts and techniques can be used on projets sing

FIST Thinkin terms of toring the processes and tool discussed inthis book based on the nature
BERE orth project, the characteris ofthe organization, industry, type of product and other

varios development fe cles

Project Management Process Groups

Tere area mumber of ways to successful manage a poet, at ong sti managed with the disciplined
application of good practices, Using and tallorng projec management processes coanect to mataging
project based on project constants the busines environment, and he chosen development eje.

‘Understanding the rlstionship of te busines environment to your projects connected to why yout
project was selected and the vale it promise if roceflly completed. Project contraints are what
Eintations you have on à projet in terms of scope, schedule, cos, quay, resources, di, and
customer sition,

For the exam, you need to understand project management rom two diferent but coresponding
viewpoints. The veil project management process ean be managed through the structure ofthe five
roces group: latin, Planning: Exccutig, Monitoring and Controlling, and Closing. The other
Struc viewpoint isthe three domaine People roces, and Business Environment (eserbed aer in
Ai apte}

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73. Tun e © Processes and Domains

The ove process of project management may include managing project using ve process group.
‘ese process groupe are presented in Fgures 31 though 33. gue 34 shows how the project
management proces group interac

FIGURES. Poet management pres

“The overall proces of projet management interacts with the project fe cycle For smal projects
following a plan dien (or predictive) Me ey you may go through the overall project management
proces iiating through closing) once fo the anti projet although portions of the process may be
erated oe repeated troughout he projet fe yee as shown ia gute 52

FIRES. Sal rot pei de

Large projects ofen rogue euch fe cycle phase to be managed through the project management
proces groups. Th example strated in gure 5 fos lage construction project In this project the
development i ee phases of feasibility planing, design, production, ursoes, and tart op ae al
‘extensive requiring separate planning and management ofeach phase Te mesn here would bean overall
Inia fort in which the project manager would hol cesta charter and do high ee planning (re
“tie project to get charter approval. Then, a separate tating process forthe fs phase woul take
lace falles by a planning efit or tat phase, the execution and contol ofthat work and, nal, a
scout ofthe phase, which typical Includes a handoff of deliverables ~ in his cas, the ret ofthe
‘easly anal, This would then be repeated foreach fe cycle phase

© 20 Patong he 2524844 «amon «recom

74. Processes and Domains ı un © ©

POURE 33 Larreta rin fe ode legte (ty het bo)

{tie end ofeach phase, an een called plas gue may take place, A pase gate involves analyzing
the ceva the completed pase aglnt what was planned for that phase. Based on that naa, options
Fay cado redoing the me phase moving forward with the next phase, or chosing ot continue with
the project Ifthe decision mado to move forward the project would begin Intiing work onthe next
hate and progress through the project management process groups fo that phase

Projets may also be broken into phases and then into smaller releases and iterations within those
phase Te project management process of nating, planing executing, monitoring and controlling,
End being re done for each phase. The level of dead andthe time spent on each process group may vay,
tt the entre project management proces typically flowed sindated in figure 34, which depicts
the tndtonal proces group with an adaptive e yde.

o
Sa

o o o br
o o o
® @ Bla]

URE 24 Lane prep than ep eae

[Rsimportantto know that agile approaches dontinchade the we the tem phase" asthe radon
“phase at approach is dierent from an adaptive envionment in which iterations end tobe short in
ire dinde etrospecires Also be aware thatthe over process wally nore Debe andevolves
‘hroughout efe of project,

This may all seem somewhat complicated, Don worry! For the exam, understand tha there isa
project if eye nd project management proces, Read ram questions arf to determine whether,
the projet fe ole oe project management process being discussed

Some peopl think they ned to understand a variety industrie tops this exam. Although some
questions may refer to specie pes of projects and indore (for example, You are building bridge” or
Jo are creating new system for your company”), at is background information. The exam wil not ask
yout select the mac” projet ie eee fra pec typeof project, or wl task how todo work on
AI contraction, or engineering projet. The question ae general and can be answered without an
“derstanding ofthe industry you know projet management

‘You may, howes se questions tht require you to understand how the projec fe cycle (plan-
div, change driven, o hybrid) s being used ina given scenario. Th process groups do not change,
hang there ae vatios inthe lee attention and ormalty pre 1 each, depending on the fe
ode.

“The tation that appeared i gue 3s shown a hr in iur 3.5 for your reference as you
sados fs section nd ik about the project management process items fhe process Oops

‘© mo MC beta ne #9264 AU nooo acom

75. run e © Processes and Domains

POUR. Projet mangement pres

Take time fully understand Figure 3.5 before contining Consider the following hints and ick:
Aro moving clockwise from lating indicate the process moving general in order fom
inating rough pannag, execting, monitoring and contling, and closing

Double aros between the planing executing, and controling proces groups ists that you
offen move back and forth betwen them depending on events taking pace. New information that
‘becomes able while executing could bring you bac ato plnalng For example while a process
Tie Integrated Change Control (ICC) is a controlling process it addresses change requests made
during executing You otro exeeting upon ts completion carry ou approve changes and to
communicate ICC real

“The gl dotted row returning om monitoring and controling tinting indiestestha, under
ceci limited cumstances, po may ener inating once you les it (se gue 3.8).

ave you noticed the shaded cre bled MEC enclosing the ret ofthe Bure? Montoia and
Conrlig i beng carried ou rom sat o Gish onthe project. Wockin all the proces groups
takes place in dhe context of ongoing monitoring and controlling, This sa important concep to
remember forthe exam

le that whl they ae many cased a going in sequence, in realty there is lt of vera

between the process groupes any given time. Isr that project management may occur in
+ ett ode ut the same time projet management every daa, which means that managing
projection ia

FIS One of the most important aspects of understanding the project management proces groups

gure 36 luttes the reson for entering projet inating. Figure 37 shows the reasons for
tin project planning

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76. Processes and Domains ı u. n © ©

Project Project
io planning

FIGURES Reno tering projecting PONES. Res o nero pj pling

Figure 38 illustrates he reasons or entering projet executing. Figure 39 states te reasons a
project may enter the closing process group.

PUE Rojo rg je ema PGURE Ren o eto ang

‘henna pencho ion doth Ronda pl snd pate
thet if cng aca Tse ange ay Le ca eo hang si dn and
rere pect iy bacon sped nds eee epson ato
‘ein ten auc eter ly icon poo caring orn mic
ten

re med employ or dam ein prod ic calera my be made
toria oral pect dwt amp ne nme pop tt mye st
of age Th could our cae of wed snotty «change a eee, or
campers scared at al apc lt plisadas dog va su wi
Senet compete a

ano u ale pret occu though muii Heron ach ron shred
tne ped uate vol lowed y e neto er (dd roe ene a De
nando tanec Te epee lon yuh nor ange

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77. + nc © Processes and Domains

te esse in timely fashion, I aio ace as a review point to check progres guns the plan and
Peine y changer othe projet execution proces, ope, or schedule are necessary.

‘igure 3.10 states ey project outcomes that tigger focus on monitoring and controlling. Ilo
shows that you might go rom monitoring and controlling to other proces groups depending on he nceds
ofthe pres

Projet
rontring
and contoling

FIGURE 210 ey np that go prot orig ndo, nd poten et eps

“Te takers ofen ind project monitoring and controling be para challenging onthe exam.
One reson for thse that you are expected to know how to observe mesure, alt, and analyze à
rfi amore complet and ytemate way than many project managers have experience wih

Montoringand controlling applies to change driven ad plan driven projec, tits wil to hak
in terms flan projects 1 understand the work of this proces group and to answer questions on
the exam, High change environments often bande evlating and approving project changes dicen
through the product owner role. By patin the prodoc owner in huge ofthe baciog, al approaches,
‘legate the uti or loa decison making os embeded eam memberto src the pocos.

“Theoreil view f Monitoring and Contrling within the Sve proces roupssiaarto thermostat
model. Once the pan ie made, measurement ar edt determine if adjustments during execution ae
necessary when feedback indicate aceptable oletaces have been exceeded. Age approaches use
ise techniques for monitoring with more demos and feedback rather than tes to specication.
There demosand business scuasionsaremore objetivo bat vente cession subjective mesure.

In addition tothe thermostat model feedback, experimentation and learning ae a key part ofthe
procs for change driven projects be lesion review and the etrospecive that low a ile eration
ue inle component of tn expérimentation and Isrlng model in play. rations can be created tey
‘ew technology or tt new proces change in addition to bung new focos These shor cycles
Provide importan fedback on what working and what needs further ong

000 Patate» 252 HA MBA © Herc «wr cr

78. Processes and Domains ı un © ©

DERE Torte cram sme our tag plan deen pps:
FREY > Youve a forma poet management pl hat es completo ol
propane ya peje
+ You have plans aed pe fr how and when you wil mesure scheu, co and scope

roman pit the pormanc mstremen acne
You ae crater mento the prormance mesures buse.
Youshomewar pin hear met adden the pr management pan oserhow the
pec pudo
No ak anta ore ny vances hat warnen
‘ay deviations ro th plan houle mae u rar an requesting change the projette
‘commode then. Sobran» ange eqs told ete very ax rst ony
Ben array mau de dea

¡Noe lt look e project management proces within these ve process groups in moe detal,
sing Hits Process Chart,

Rita Process Chart™ Since the edition ofthis back, people all over the word have weed Rite
Process Charts ack to earn the project management proces in more dtal quickly and effectively.
Inhelp you understand what should be done when. This chart was crested by Ria Malaby andi unique
to RMC books and prod.

Lo eaming the tems and concepts prevented throughout this bok and for passing he exam,
Because t can seem like à lotto absorb and comprehend dis chapter and the remaining
chapter along with the Tricks ofthe Tae that weve included, wl hlp yo gain he knowledge you
‘net fly gasp the material included inthis book.
Rtas Process Char nat intended to map to other project management resources insted ts
anton ste tat simply and rc the efforts that re involved managinga project Understanding
these efforts will provide the project management context you ned forthe exam

FRING Rita's Process Chart™ Understanding he oven proces of project management sits
FE y proces ofp s a

How to Use Rita's Process Char™ A ou review Rit roces Chart” make sre you:

+ Underatad the overall project management proces ( PML).
‘inde on do not now and em wat they ae by ookig them up n this book
Know why each items inthe column (process group) ils at.
Understand the project management proces groups ofinting though closing, including when.
each dot should be done on projects The exam ask questions that presets ition and require
out know which proces group he projet in
Axe able to replicate the specie order ofthe planning activi by understanding what happens
‘wher how previous wrk supports what comes next, nd why; knowing Rts Planning colma in
‘Bicondr can help you get rg numberof question ight onthe exam because he exam often ask
what shouldbe dane next The workin the othe process groups does ot have st orde, Use Rit
Process Chart Game (cused later in ths chapter) or this
‘Understand hat projet planning is an trative proces. Consider how you might go back and edo
(ae) some ofthe ems inthe Planning column to rehne te pan fra lange project. Or think
shout howe ong ware planning would be ued on rg projecto reine and deal plane or each
phases you move tough the M yce ofa projet
‘Complete Ris Process Chart Game at Just tree times. Going through the game wl solid
your undertanding ofthe overall project management proces and help you And gaps in your
Knowledge. Focus your study on those gap aras so you undertand the process Before taking
the exam,

ARA as re «05248.» Eine emo

79. « Processes and Domains

EXECUTING MONITORING & LOSING
CONTROLLING cocine

copo] | er == Ts ceo

a

ee | [cami ESS
Deri

nee

Rita's Process Chart™
Where are we inthe project

‘management process?

80. Processes and Domains

Notes onthe Chart

Initiating
‘De you remember the projet selection proces fom the “anew” chapter Do you know why
our project was sleied? Does it ater I wi influence how the projects planned, what kind of
‘Changes ae alowed, and how the project scope le defined. The busines cate and the benefits
‘management pln ae inputsto developing the charter (See the “Develop Project Charter discusion
Inthe tegration” chapter for more bout the importance of project busines documents)
[Notice the phrase “Understand busines cae and benefits management plan” This ould be read at
"Understand the reason the project being done and what benefits the organization expects gun
usa rest oft” These business documents wil guide all project management activites to ensure the
projects worth the investment and tha til earn the expected bene o the organization This
Fea major concept on the ear tht many project managers mis
As e project manage you should understand why your project was selected and what benefits itis
‘expected to deliver le the project being done so the organization can ener à new make? I it
Intended to meet a oglatory requirements the renal fa customer request? Ls ju pri
projet fora company executive? I expected to drama improve the future ofthe company? IF
Youlosesight fiv objectives projet may nich on schedle and on budget ut sil fl bacs
[doesnot achive those objectives or doesnot deliver the expected benoit
Team building rikidentcaton stakeholder entation response planing and many ober
aires primarily occur in the proces groupe in which they are placed on the chart, ut these
‘Stites can startin nating and continue un dosing
Identifring and analyzing stakabolders help to liga their expectations about the project and ases
theicpotenl involvement and infloence onthe project.
“The project manager determines wheter the project objectives canbe achieved andifitisikel tobe
completed tia the given constraints High evelplnningsummariaedia a project carte which
document high evel eimats, mesurable objectives, succes era, mlestones and an iia
budget lial planning may also incide creating à highlevel WES and doing higher
ri dentición
The charter, once formally approved by the sponsor, gives th project manage dhe authority to
continue the project beyond nating. also provides guiding vison of the projects busines case
And benefts management pln (he projects son for being), and the organization
tego objets
+ Besides an approved charter an outcome of inating ithe stakeholder register.

Planning
+ Air the project charter hs been approved, dt planning Begins Inthe Planning column, ote
thefist box Determine development appröch if cyele and how you wil la foreach owed
area? Each knowledge ar (ope, schedule, cast ec) requires management plans as well as
‘ition las for configuration, chango and requirements management Theft thing you need
do as you start planning ls Far out how you ae going to plan, excut, and contol for each
Knowledge ae, Thi wil gide he esto our planning or.
The projet manage and tam perform a more detailed analysis of whether the objectives in the
project carter and the expected business benefits an be achieved, They determine what processes,
As appropriate forthe needs ofthe projet and tailor process to those eds
‘Notice the phase "Determine team carter andl role and responsible” Determining roles and
‘erponibties involves determining who i gong to do which product elated work cti Bat
Al who wil provide repart, tend meeting, el wih isk deman, work withthe quay
deparumen, te Alles and responsible hould be defined. They maybe documented a part of
the esouce management plan project job desrplos, and i the management plans foreach

© 220 Masia «BE AB nt. mico

81. Processes and Domains

-nowledge ate. This item also indes developing a esponsibility agement matrix anda rewards
and recogution system,
Some projets may bergance by phase where deed planning forthe net phases started sth
previous phase nears completion In adaptive planning oly the fst part ofthe projet maybe ily
ned, wl the ate portions ae planned at a high eve and then progressively elaborated when
none own about the projet
Remember when we sid project management seems linear but is more dynamic? The Planning
{Suma has a reminder ha planning isthe oly proce group wih st nder However a planing
roces may require an input that wont e aval et, The ik register example, an pat
For processes leading tothe creation ofthe schedule. ni isk ae ancoveed during ini,
{though the risk regoter vil y ne mean be complete by te tne youre creating the schedule
town dak can be factored into your planing Then, fer performing ik management activites,
oul havea more complete sk reir ht you can use torehne your schedule
Look at the pirate “Go backen” This an important concept Planning is rave, When
planing project the project manager ad he eam complete ch tem Este above this point othe
es of ther ability, But even a pan dre project wl vive a he projet progresses and eer
ping wok will ned to be modifed Foc example tis only tr completing he rk management
Planning fort that the WAS ad the othe items can be finalized. Ark response strategy may be
Tiedt mod a portion oval of thicat (se the Risk” chapter) his vi equis adjusting the WBS.
For ed scopy the network diagram to determine dhe sde ofthe wor, the budget for added cost,
nd so on Te project manager might also work with dvertionary dependencies to change he
Ro aga and thereby decrease ome rk (se the "Schedle ape)
[Notice he term “procarement seatpy and documents” in the Panag column. Note aso the
placement of tale procurement setegy and documents” aer "Go back esions” The rk
Management process may geerite ik reponse tele involving contac ough tertions the
procuement document can be tested reed, and nad,
The importan hing to remembers hat planning should esd to seal bought int, approved
and formal projec: management plan tats updated throughout the project to reflect approved
“hangs trations lp you ces and maintain such a lan
The distincion between predictive and adaptive approaches s worth thisking about hor. The
PMBOR Guide planning processes decades al he tational activi performed to deine the
total scope objectives, and course faction for project, tasumes that suite analysis these
are krowabl, and development i then Irth execution ofthis couse of action Progress

<liboraionand ling wave planing ae ehr mechanians o tone plane to emerging
{hey actor acpted extensions general detail planning
The process of continually eng estimates and scope definition is called progressive boston.
Although the project management pln dali planning ters such as deta estimates and
Projet scope aad product cope descriptions may be dared as the workis being done daring he
{reciting and montorig and controling procesos
he technique of ling wave planning a form of progressive laboraon. The exes parts ofthe
project are planed in suchen deta for work tobi. Leer phases of project work ar planned a
ighlove As the projet progresses and more information impact the work becomes sealable
Plan ar aborted nuit deta to accomplch the work

Adaptive approiches to panning re deliberately more incremental and recommend a proces
that iterates to discover and rf scope. Rolling wave planning and progressive elsbostio, for
example can be madoto cust witha the trations ram ework of project management Th aproac
‘makes alle concepts a more cesta theme rather thn a supporting proces

‘When desrbing an ale projec: in à traditional environment is important to explain that
stl plans wil be deibertly light and progressively enriched ss ely iterations lar
vnderstandingrand provide additonal information: tials useful to know ha lanningowaerhip

82. Processes and Domains ı u Ree

shits rom project manager as primary planer to the team as primary planner Age methods
“ncwurage ing much of the planning respensibiier to the team (nchding business
aprecian), which takes the frm of reese and eration planning and backlog priorización.
“The project management plan and documents (projet artifacts) resulting fom planing wil guide
the oct and contol ofthe project. Aer he plan rte and includes the appropriate detail
forthe project fe eye and development approach, the sponsor approves

Executing

With an approved project management pla, the projet moves into executing, where the team
Empire work seordingto the plan he project managers focus on leading and managngthe
roe lalading engging stakeholder, working wih the team, following process, and
Enmemunicaing coro 1 the pln. For the exam, get Your mind around the cts drence
semi planning makes Assume the project was propery panned before work beso ules the
uesion inde otherwise
‘Tae purpose of project exceting isto complete the project wok as defined in he plant produce
the proc dlverbls (the product scope) a agreed quality lees within the projects approved
get and schedule Thisahieves the expected usines value and agreed-upon bene
Team member ca be released a anytime one their wok is approved and accepted and hey have
‘Completed actes that eran to thee work For example, he lectins on a projecto ul à
owe may et thee work ge acceptance of thee work, document sons lamed, soggest process
provean and turn the work oe They ar released while other team members doing drywall
al working Some ttm members remain on the projet to send to asst the project manager
‘erating the allons learned archiving Gal records and producing the inal report.
As exectgproggeacs the projec manager may determine tt change ls needed, The same could
Pres whl the project mangers monitoring and controling the work orn planning asa rest
ing wae planning hat occurs fer the plan has been approved and work has started. Change
qua se crluted and approved or rejected as part ofthe Perform Integrated Change Control
proces (ee the" Integration Management” capt!)

Monitoring & Controlling

* Do the project management process groups occur sequently? No; they overlap For exam, you
Cooke ung montring and eontelling processes to conto taeholder entiation adherence
{6 onpnlational requirements for project planning, ofthe cretion of baselines and project
‘documents Defects could be identifi executing require workin executing to x the, as well
Soin monitoring and controlling to decide ifthe defect require a change tothe plan to prevent
Re rework and delays. Conwollng procurements and Ge dosure of procurements can occur
Simaltancouy on projects becouse some aller vil complete their contractual obligations tthe
project lechera are sl producing deliverables Look again at its Process Chart and think
ut the oer focus of each process group, ur also about how the work an ove at varius
ot tine
‘Whi the works eg done, work ets (or data) ref into monitoring and contralto make
are the projectisadvancingaccording tothe established baselines. This requires attention tohow the
‘roots progressing, cala hard data on ho the project conforming fo the plan, and taking
pn to address variances tat are outside of aceptable mits. The project manager nd team ae
A coin how sakehalder are participating, communicating, and ein about the project and
the wonky and addresing uncertainties (ori) that have been denied.
The project management plan includes motoring activites such as observing, commaniaing, and
bs Rae spelen contol actives to Be used onthe projet along with a plan fr how
‘aration rm planned metrics wl be adres

2000 MC Reka,” + 952484484 + ol nom

83. ron e e Processes and Domains

+ Outcomes of monitoring and controling include recommending changes othe way the work is
bing done or possibly requesting adjustments to baseline to set more achierable outcomes.
Change equestare evaluated integrated Change Contoto determine theripact on the projec
"ent the best options fr dei wth them, and decide whether heyshould be approved ejected
cr deter
‘Approved changes hat require adjustment to baslines ad other plan clement equ relanning
elon the team tarts working (in exeatng). he projet get or ofthe Baselines that requires
an alu of whether it should continue al, origine changes ae suggested hat are outside
the projet carter may move ackint initing whe that decison made
Make sue you understand the diference between excatingand monitoring and controlling actions,
case hey cantonal orerlp wile the work of the projects ging on. The focus fexcaing is
leading people and managing pc resources and work o accomplish te projects planned The
focus of monitoring and controlling is ensuing he projects progesing according to plan and
approving necessary changert th planto meet he organization strategic objectives snd delve the
Speed bent

Closing

® The dosing eort incades adminisirtiv activos such as collecting and Gnaliing all the
documentation needed o complet the project ad technical work to conte at he final product
fine projects aceptable. vil lo inde any work needed to transe he completed project to
‘ose who vil use ad o solici frdback rom the customer about the product nd the project
‘While sons kamed should be collected on an ongoing basis on traditional projects they are
finalied a losing, On an aie project lessons earned ae collected as the project progresses aer
‘rary ect. both case they shouldbe poto use ght away and ater cing be made arable
do four project
‘rk o an aie project pictied to undertake tb highest busines vale tems Gt, ifthe
Closing proces group is enero to prematurely lose a project or pase on an agile project theres
"high chance ht some cal busines ale vil already hav been generated

+ In many real-world situations, projets never sem 1 fil Gish Keepin mind tat ll projects
mat compete the required coving actives,

solid their understanding ofthe over process of project management. There ae two

formas you can use to practice this game, One way if aces our online version of Rit
Process Cha’ Game using the following web addres: mnclscom/procesrchart games AS an
atemative youcan download printable version ofthe game. This sesion is avable on our PMP Exam
Prep Resource page: mcacom extras. When practicing Ru Process Char“ Game, put each tem
fom Ris Process Char into the comet proces group We you thik the items are sorted int the
comet process group, pure planing efotsin order. Checkjour answers ining Rit Process Char
Ple game tea tretimes to enareowunderstand he eorisinvolvedinthe project management
processes la ae disc throughout hs chapter and book

FIT Aus Process Chart Game Riss Process Char Game has helped many student
bata

©2020 AC Pacto." +96 80.404 om cm

84. Processes and Domains ı une e

The What-Comes-Before Game Hori nother game to hsp you understand the oe project
‘management proces Plain thi game fr you have completed Ris Process Chart ™ Game at least
thre timer wl bel soli) your understanding of these concep

3.1 EXERCISE In your reise Notebook name the planning fort that comes before each of
(he following tms on its Process Char

Panning

Create network agan
Finaliz procurement strategy and documents

Crest projet scope statement

Create WBS and WBS dictionary

Determine rial pa

Dereop budget

Estimate activity durations and costs

Gain forma approval ofthe plan

Hold kickotfmeetng

Determine quality standards, process, and metic

Ases what to purchase and cate procurement documents

Pan communications and sakholder engagement
Gobick—iteratons

Determine eam charter and al oles and responsbilties

Develop etic and sufi project management lan and baselines

Perform skidetication, qualitative and quantitative kana, and
pam

Fstimate resource requirements

2 PALCO +52. 04644 HS com

85. © © Processes and Domains

Answer
What Comes Beoro?

Create act at
Goback—itations
Define and piste regiments

Determine planning team

Eatimate activity darations and cots

Derelop schedule

stato resource requirements

Develop elitc and fiir pes management pl aná mica

{Gain formal approval ofthe plan

Develop budget

Create projet scope statement

Determine cam charter andallrles and responses

Performs dentication, qualitative and quantitative ik my and riresponte
planning

Determine qulty standards, processes and mets

Finale all management plans

Plan communications and stakeholder management

ese network diagram

(Create WBS and WBS dictionary

Process Group Review Kocmany people this chapter uncoversthe mos up in their knowledge: We
created thee exercises ase on which gaps are mor common. Trust ut hep you afl follow slong,
Andteyto complete each the following exercise. Look for gap in yourknowledge and note your pei
Jour Exaris Notebook. Do not simply sip tothe answer

Stay focused while working through the long ss s they contin ot of information hat wil help
you understand this mateal forthe ret ofthis book and when answering exam questions. Then spend
sometime making ur you research ech knowledge gp her in lis chapter ras you ead there ofthe
beak,

Tnoniedgeis and then compare to what ahog be. The flowing esse are designed to ep you
dojusttht

32 Exercise Iniating Actions. what ar he specie stone required to complete project
Inting? Wie he answerin your serie Notebook.

DUO Rats 0" 52046404 OMe nom

86. Processes and Domains + 1 1.2

‘Answer The following able provide alist ofthe actions imvolvedin projet initiating, Since what
needs tobe done ies based on the spec projet may note practi todo ll hse actions
om every project. Note hate ems the lit are notin any particular ode.

Actions Inves in Project Inti

Sponsor) selects the project manager

Sponsors) detemines the authority ofthe project manager

Collec historic information.

Divide arg projects into phates Ue projet governance als and apply them tothe
ent stakeholders and determine thecinuenc, expectations, and impact. Document
that information na stakeholder register.

Determine high leve requirements constants arumptions, and

Tur high el stakeholder needs wats and expectations ito requirements

Make sure the busines cae andthe analyl supporting the ed or the projet are
documented and understood

Use the bends management plan to understand the benefits that the project expected
todelvertothe business

Ensure the high evel product scope document eth as much detail aie practic
Undersand ho the project supports the anti strategie objectives

Coll and se any relevant, exiting agreements (lading contacts) that might he
generate project or ha willbe required daring the project

Determine succes criteria and measurable project and product objectives.
Facilita the resolution of conflicting objectives.

some mar withthe company lue and structure a they relato to the project.
Find existing processes standard and compliance requirements that fet he projec.

‘Understand how th organization does busines (busines knowledge) and what
governance, procedure and polices ar already in place to se onthe project.
Do planning on high eel bai

Perform high-level etimating or the projec schedule and budget,

‘sete highlevel planning an estimating dats to determine wheter the projet

objectives canbe achieved within the given constraints and whether the expected benefits
‘canbe red

Determine what form the projet chart vil be ncn tler of deta.
Coordinate projet inating lots wit stakeholder including the customer

‘Werk wth the customer nd thes to determine high evel acceptance criteria and clarify
what ands notin the project

Determine the intl project organisation,
Idem any inherent o required milestones on the project,
Finale the projet charte.

Obi formal approval ofthe projet charter

Define the exit ri forte project (when and wh the project or phase should be
close),

87. vun e © Processes and Domains

Acs volve n Proc iting
Involve sbject matter expertsin developing the projet charter and identifying
stakeholders,

Develop project document such as the ik replete dhe stakeholder regie, andthe
assumption lg, including dat on identi rks and stakeholders

‘Usestakcholder mapping analyze ata on denied stakeholder to understand thelr
power interest and influence

33 Exercise Planning Actions Wht ae the specie actions to complete during planning?

te the answer in your Eres Notebook

Answer Abog al he liowing actions are done during project planning, the level etilo
ch ach comi performed wil vary bated on he particular project and pprosch.

‘Actos nove in Project Planning
Determine how you wil pan the planning, excutin, and montering and controling
cora for stakeholders, requirements cope schedule, cot quality, sesos,
communication, sk, procrement, changes, and configuration, and pt bat information
into the beginnings o mamas las,

‘Refine the igh level requirements from proestinkatigs they are more epic and
dened and ook radon requirements, being sure 0 consider any internal or
‘external analy, reports, regulations; raya and priori requirements
Expand on the asnumptonsidenid in projec niting looking or new sesumptions
and docuenting the Jet ofthe asomptios

Refine the high level constraints (such as resources schedule, and os) rom project
inating so they are more specie and detal,

Crete description ofthe project deliverables, the wok required to complete thors
deliverables and thir acceptance criteria (project scope aten).

‘sete project scope statement to gin approval of the “nal” scope from stakeholders
before father plannings done

‘Assess what may ned to be purchasd o the project. deny any pies of work that may
‘beoutide the panza abit complete, and determine new equipment or
technology needed to perform the projet work.

Salet be procuremet strategy fr eich contact. Crete a dat ofthe procurement
documents for necesun contacts including bd documents, procurement eaementof
‘work, sure elation enters and contract provision
Determine what subject mate experts you wil need on the projec tem to lp with
projet planing,

Engage a business representative ta product owner

Break down the deliverables into small, more manageable peces into a WBS (Wok
Breakdown Structure) (or or gls create a product cop),

‘Creat description ofeach WES catty a DS dictionary so that he work ca be
understood and produced witht gold plating

Beek down the work packages from dhe WBS into ts facie to produce them,

© zu Pure, =» 86246488 © oO + wm con

88. Processes and Domains + u n © ©

Actions iad in Project Planning

Sequence actives and determin predecesora and successor the network gram
Estimate eure requirements (such as tf cites equipment and materi).

Met wih manages to pin resource commitment.

Decide what eel of accuracy needed for estimate.

‘Use historical data to support estimating time and cost

¡volve experts o those who wil work on activites (or tres) to estimate (Gime and
cos)

Determine how long the project wil take without compressing the schedule (determine
sica pat)

‘erelop schedule model ealat against the schedule constrain the project,
Ben woe schedule compression techniques to scan Le two to come up with
final schedule or the project management pln

Develop primary budget and compar to the budget constraint in the project
re en develop option o econ the two to come up wit he nal budget for
the project management pan.

‘Determine quay policies practices and standard and then determine metrics
mensue quality performance

Determine processes o alfil qty requirements and conform to organizational
standard and polices

Determine how yu wlimprove the processes in se on the project.

Cente a sytem for ecogpiing and rewarding he fort of projet team members to help
ep them motivated and engaged in project forts

Pan for acquisition, tam building, taining, assessment, and release often members
Plan for pial resources requirement, including acquisition and logistics.

‘Cea determine al roles and responsible team members and stakeholders know
¡roles on project and what work they will ndo da

‘Work withthe project eam to develop eam charter defining ther commitments and
Anton each the including ground rules for mestings conic resolution
process ee

‘eteine what information you need rom other projects and wht information you wll
‘hare with the organization and oer projet

Plan wha willbe communicated onthe project to whom, by whom, when, and how.
Pan howto involve stakcholders and manage her expectation during the projet
Complete detailed ik identification, subjective anlyericks (qualitative risk analysis),
gate ana a necessary and do ik respons planing
Tterations—g back and update project plans and documents a cesary to work toward
1 project management plan ha le bought into approved ral and formal

Fale the procurement statement of wok nd othe bid documents for each contac.
‘Look for potential postive and negative interaction wth other projects hat cold affect
the project,

Determine the process ha wi be used to request approve, and manage changes onthe
project.

Dereop the configuration management pla, cling naming convention and process
dor document veining, storage and tiv

© ANG Pats, no 35258. = AGIA em on

89. Tun © © Processes and Domains

Action nahen Project Planing
lan way to mear project performance including determining the measurements tobe
‘se whe they willbe ake, and how the resales wl be ad
Determine what mestings reports, ad other activites you wl ws o conte the project.
tothe projet management plan,

Finaliz ‘eeeue” and "monitor and contol” aspect of all management plans
Document closing requirements and actions.

elote na project management plan, project document, nd performance
measurement bassline by performing shed network analy, looking fr options, and
‘Config that project objectives can be met

‘Gan formal approval ofthe project management plan rm the sponsor tea and
‘managers ofresources,

Hola cof meeting wth key stakeholder team members manager ofteam members
snd the eutomer to make sure everyone son he same page and gun be
Thought the project return to the planning process to do soli wave planing
(progteniv abortion or ein) as more information becomes vale. Results will
key require change request and updates othe project management plan and project,
documents.

34Exercise Executing Actions Wuarethe pee actions t complete during executing?
Vit the answerin you Exercise Notebook.

Answer ‘he following ction are done during projet exciting As wth projet planning, be
mar thatthe level of deta to which each actions perform wil vary.

"NOTE: This another ongle Keep focused and thik through these actions. Abo be are
‘bat this inti noel

‘Actions Id in Project Executing
(Communicate your expectations fr stakeholders and the projec, and manage the
Involvement and needs of al stakcblderstroughout the projet to ensure everyone has a
‘commen understanding ofthe work.

Tmplement the most up-to-date version ofthe project management lan, including
revisions made aa elt of conte activin

‘Complete work packages
Calle document, and share lesson learned.

Beth nd manage communication channel

Evaluate how elfectively the cum members fonction sa team.

Implement approved change, incldingcoectv actions preventive actions and defect
repas

Con that practice and procedures ae being allowed and are sl appropriate forthe
project

Produce and distribute report on project performance

10, Hold eam building activities

DARRO Pto he” + ZAG ANA me cm com

90. Processes and Domains

‘Actions vod in Project Executing

Use the eam charter fr guidance on tam interactions Follow round rules team
meninge

(bin needed rain or cr members

Exchange information abou the project according to the plan and oii eedback to
ensure commnication needs re bing met

Remore rude.

‘Achieve work ent at met requirements

“Meet with manages to recon resource commitments

Keep managers apprised of when her resoures wil be needed onthe project
‘Commi manage and release pica and tum resources in accordance withthe project
pomme

Guide ss, communicate ed, negotiae facta and coach

Use your technical knowledge.

Hold ncetings ode and addresses, asses sks and kp the projet work
moving forward

Manage stakeholder engagement and expectations increase roja support nd prevent
posse problems

Focus on preventing problems rather than jos dealing wi them as they aise.

Make sure alter members have the ls, information, and equipment needed to
complete their work

Look for exceptions tothe approved project management lan in team member
performance, rather han checking up on every person work

Recommend changes to be eased the Perform Integrated Change Control proces
Follow organizational polices, processes and procedures
Increase the eflectveness of process

Make updates tothe project management pla and project documents to elect eurent
information about the project,

Crete recommendations for the performing organization to increase is fetes
sure continued agreement rom the stakeholders o the project management plan.
Keep everyone focused on completing the project tothe project charter and project,
rangement plan

Keep the project's business cate and benef managment plana mind ve managing
the projet especlly when problems cur

Sole problems

Determine where project hangs ar coming from and what you can do ta eliminate tbe
root cause ofthe need for change

Determine inl team member and ther resources and bring them on tothe projet a
needed

Recognine and eva the team and individual for thei work and performance on the
project

‘Gather intial measurements and details about activites af project work(work
performance data),

Anplement approved process improvement

© MON Pubs re 0.46 444 lemon «sema com

91. run © © Processes and Domains

‘Actions nove in Project Execting

‘Useanaselog to record projet sues and deal abou the resolution, including who
isresponable for resolving ac see andl the expected imine

bt seller responses to bid documents.

Review propor, bis and quotes, negotiate contrae tern with prospective sellers and
manage te ation and selection of les.

‘Manage the integration seller work nd deliverable into the vera work and
Aeiverabes ofthe project manage any sellerlted confits or challenges

Exped and manage project funds

acta confit esoltion using confit echten techniques.

Asst individual team member performance.

{Update human resource records of team members to elec new sil acquired while
working onthe projet

Carry ou contngeey plans response ok riggers.

Notice ht“tlves problems” oem tes on thelist oacsonstobe done during executing,
Asaprojet manage, you shouldbe fcated on preventing probleme o you do not haeto ded with them
‘With prope project management, problems occu les len and should not hae a major impact on the
project Asumo isk management forts have ented and erated rk, and dat contingency plan
in place to del with isk that ave high probably or impact tings Instead o handing isk events,
va canspend your ane enga talsholdes and encouraging tam members

id you list meeting? Eve agile tum, for example, have focused duly stand-up meeting to
ep the eam ontrack to complete hir work for an tration The occasions when the team ets tor
are Lo important to just focus on collecting tats. How about reviewing rik ges and upcoming
ontigency plans during meeting?

Keep the following in mind sa way to summarize acting aci: work according othe
pa end, guido and engage and remove impediments

35 Exercise Monitoring and Controling Actions What ae the speciie action to

‘complet cog tooo ad coer cag! We ina La your Eric Notebook

‘Answer "Ihe following actions are done during monitoring snd controlling. I you included
actions not sted here, make sure those ains are par of monitoring and conteling.

NOTE: Because his is one ofthe most challenging proces groups oa the eran, you shoo
spend considerable time here Do note ocur a ou rea. Takes breakin the male he sti
youneed wo and remember this ist snot sequen

‘Actions ivive in Project Morton and Contoting

Measure project performance accordingto the planned mesures in the management
plan

Messe against the performance messorement base

Ale and value work performance dat

ana Pate» 62 48S «oncom mon

92. Processes and Domains ı u 8 © ©

‘Actos Ino in Project Monitoring and Conil

‘Use yourjndgment to determine what varlncs a important and hey warrant
recommending change or core ation,

Recommend changes inlodingdefc repair and preventive and corrective tions Do
ot jast wat rors to commend them.

Make or obtain decision in integrated change contol about whether changes shouldbe
«approved, jected, o def,

Track and evduate naming conventions, version contol processes, he storage and
revevalsjtem (configuration management), and the we ofthe PMIS. This ensures
‘rerjone knows which version ofthe projector product documentations the atest

Conta scope, sthedule ad cost to ther baselines.
Perform procurement inspections and eviews of ele performance tothe contact.
Refine contol limits a needed

dot tb oot causes of problems withthe hlpoftechaiques such as process ana
(or example, Lean, Kanba, and Six Sgn).

‘Obtain formal acceptance of interim deliverables from the customer.
enti the need for elanning

Replanand make updates tothe project management plan ad project documents to
rela approved changes and updates to the project.

lute stakeholder relationship and ivolvementto determine they require
Manage the schedule and cost reserves

Recast how much he projec il cos and how longi wil tke and create forecasts
(Obtain additional funding needed

Prepare work performance reports from the analyzed dat and measurement

Hold period quality inspections.

Make decisions to accep or eet completed deliverables

lute theeffetinenesof implemented correcte actions.

Assess the efecivenes of projet control systems

Spend time trying to improve qual

Determine fproject control ed be updated

ent nd analyse trends

Braune the fectivenes ofr responses na sk review

Look for nen rings.

Reanalyze dentro

Une mlestones a project conta tol

Observe and ray

‘Use variance reports 10 help correct smal problems before they Become series,
Calcule estate complet

Use and interpet earned val calculan

Use quality contol ols such as inspection histograms performance reviews, and
suse nd ee drame.

© 200 FE user, 952.46 Med «BG om mo

93. +i e e Processes and Domains

‘Actions Im in Project Monitoring nd Contoting
Inuence any factors tat ould el in he projets change contol and configuration
management measures being bypass,

‘Conta ange

Control tomate sure that ony approved change are implemented

‘Work wth the chang contol board

Fausto stloholdrsaticio.

Control procurements rough actions sach servia approving, ad paying amic,
adminering im, ad performing inpecias and audi

Vit defect eps

Determine where project changes re coming from and what you can d o eliminate the
root ene of the need for change.

Conse the project busines cae aod the mania strategie objectives when
anaying change request

Use active listenin, qui nd data gathering to confirm that communications and
stakeholder engagement efforts ar fective and working a planned. Make recommend
needed adjustment

Braue the as, cost and obs aspects of physi sources. Make appropriate changes
andadustment

Clore procurements fer nal deliverables ao accepted

‘Update thers report to kp key stakeholder informed about the satu foveal
project ik and te highest ranked individual ike,

‘When projet has been planned appropitly most conta efforts result in information hat shows
wikis being done according to the plan and that scope being produced tothe agred-upon standards
Andres Ress of messirement and oatcomes of other monitoring and controling ot are added
tothe project management pla nd project documents as update. Infact, project re updates (othe
project manageme plan and project documents) are outcomes of evry monitoring and contig
roces Records ofthe wok, measurement, nd lessons ened ae sed for reference and comparison.
‘Groughout the ie ofthe project In ation to identifying variances measurements canbe clin end
als, forecast, and estimating the remaining work

‘Sine monitoring and controla challenging le Hockt this another way. We haveincuded the
‘lowing information by Knowledge ra (or constan) tohep you develop a bet overall understanding
of projet monitoring and control

COM. à 62646 488 scan wane ca

94. Processes and Domains

Monitoring and Controling Activities by Knowledge Area.

“Control Scope, Control Sched,
and Control Cos

‘Measure performance gust the
performance measurement bcn

Request change
Follow the change management plan
Inuence tors that case changes
Control changes and theirimpacts

Analyze work performance dita and
Update the basin and other projet
arcs (including requirements
documentation) with approved changes
‘Validate changes to make ur they donot
ver or der comet problema

Manage reserves.

Une eared vale ana yito receto
times at completion and othe forecast

Document ton ered

Control Resources

Conn de type and quantity of resources
eed ar content with eat was planned
rate the efectivenes of physic
Aly wok pecfornsance data aad
Request changes

Validate changesto make sur hy d not
cover or under comet problems

Update the resource management plan, as
wellasrecourcelted documentation,
Document sions lared

Monitor Risks

Resses rik, planned responses and

deni ne is.
Wach forthe occurence of ia get
Create and implement workarounds.

Petr risk dis to evaluate the
efscinenesofrick management
processes, Analyze work performance dt,
work performance eport and variances.

Request changes

PORE Paco me” = 652.46

Control Quality

ld inspections.
Ensure deliverables ae meeting quality
seid,

Influence factors that case changes
Request changes orimprovenient to work
and processes,

Make decison to accept or reject work.
Ases th efecvenes project quali
conto systems

Aaa work prince dean
Update ve quality management plan as
velas qual and processed
documentation.

Validate changes to make ar they donot
over or under come problema

+ Document lessons kamed

Monitor Communications
© Ensure information being communicated
tothe appropriate people in he right way

andthe righ time
Analyze work performance data and
Request changes
‘Analyze information aboot communications
Lo mal sure they are meting stakeholder
eed
Validate changes o make sur they donot
cover orundencoret problems.

+ Document sons leaned

Control Procurements
Momo perfomance to mike sre bot
pates tothe contract meet contractual
blicas.

Inspect and ver he contrac derbe.
Protet you legal gh
Follow the defined procurement

management procedures Icod the
Sonne change onto tem,

Analyae wok performance dat, ler work

au wb + mmc

95. vun e © Processes and Domains

Motors ‘Control Procurements
+ Bvaloatethe efecivenes ofimplemented + Request and manage changes

response plans + Author contact rated work
+ Document eons ened can seed
Maintain comprcepsie records.
Report on eller performance compared to
Review invoices and make payments
Update the project management plan and
procurement documentation.
Viste contract changes, contol contracts
toupdited wersons andere
cena changes.
Monitor Stakeholder Engagement
1 Analyze work performance dus and

late staksholdc engagement,

takolde relationship, and look for

‘pportniies or improvement

Assess whether stakeholders expectations

tre algned wih the projet

Resale confits

Matin an sue og

Roques change

Update the stacholder management plan

andthe stakeholder register

Validate success of ange to tache

engagement ame.

Dociment ston earned

3.6 Exercise Closing Actions Whstarthspecic actions required to complete the Close
Project or Phase proces? Wate te ani your ere Notebook

Answer When the vos done (or the project striated), the phase or project moves into
losing Project closing, where the projects led, sane ofthe most ignore pas ofthe project
‘management process. Howeve Joa take ime now to understand the concept from thi cn,
‘Ge question on the exam about losing shoud be cu

"NOTE: Close Project or Phase ithe nly process nthe Cloing proces group but there
maybe many acter sociated vi

ONO Peston me” 5298-44 «Herc + wm

96. Processes and Domains ı un +:

cons ove in Pret Cag

Conf that al project requirements ave been met

Vet and document that the projec or project phase nets compton ore reia
satin place during project plano

(bain formal (legal sign-off and inal acceptance ofthe product ofthe project rom the
sy pee cg come ee em other
the project wa terminated before completion, document the reasons for termination
and tests ofthe projet and deliverables.

Make inal payments and complet cor records.

‘Gates final esos learned and har withthe organization,

Up project records

Ensure allche project management processes are complet

Update corporate process, procedures and templates bated on sons kam
Complete project (or phase) closure

‘Analyze and document the success and efetvenss ofthe projet

Create and distribute a fal report ofprojet (or phase) performance,

Index and archive projet records

rants custome stfaclon regarding the project andthe deliverable,

and offthe completed projet deliverables tothe appropiate stakchldes (he customer,
operations and maintenance)

Confem all contrats has been formally dosed update and archive record.

Celebre

Because many organizations d not equi formal closure procedures le take a momento discuss
some ofthe ey actions sted nthe previous table that many people mis

Confirming tht ll the requirements have been met may ser important homere most studies
how ha many requirements ae not met on project Tis cotrmaton needs to take place and can be
(one by reviewing the project management plan and accepted deliverables

What about handing off the completed project dliveble to portions sad maintenance? Work
A nvotved in completing uch transfer considered pat of the project. The work cold incide meetings
to expla ie project nance taining, documentation fer maintenance, and other activites a needed

"Now le think about formal spoff and acceptance, These are important because they conf that
the customer consider the projet completedand acepto whole projet Without that acceptance, you
‘cannot Besar the project was nische

Measuring customer ation e anther important part of project losing, Have you ever had à
customer accept your work althoogh they were not happy withthe projet Jus ile sons learned,
measuring customer auction should be ongoing tvoughout the projec, but it must occur daring
project closing

Th the ist chapter of ths book, we noted that store ecnds ae a PM. For the ean ke
sure you understand the val ofthese records and the project manager and tun esponsiity for
{rcitng them. Historic information is collected throughout he projet, but ti daring project losing
that the nl versions ofthe lessons learned re compiled and arche i the lessons eared repository.

©2020 en 28 com wenn

97. yu © Processes and Domains

Some projet managers conser completing the ina project performance report and holding an
ed-ofthe project castration to be unimportant. Howerey the Anal repo communicate to al
akeholder an the entr organisation bene achieved by the eam member effort onthe project.

Project Management by Domains
Forte ram you shoul now the ellowing es domains: Pople, roces and Basins Baviomen
These dona and tel proces (ort) apport and ae pat one seater So Disk bos
ihe inet fanned whole Teste they elec the ening aie eprje mangement as
{hose doma are mor ince of leet management approaches fom pet change dre
Andi. A ch, Ihe project management concep preset win iar Soma ae mare pen
Enero than coe may id wis the tate proces group importa Low atthe
Ponge rs aroma covered win thre domain bu by are notorios nthe rae ay a hey
See vine fre proce oups din the PBOR® Gu

ths dot oot ean tte ode in wich a poet oat has chango; simply means that a
pese manager and toad pp nd adap hl poet maagement apr ends ly
rea project Managing tke omic ar (many wich ae poe cota) the main foes of
FE pas domain People demain sks adv she ore eat and eal th tks within
the Proves domain, and ont foie opel scr ne Bans Emironment mao
ascii slat the envios in whch poets ea. Asli undentunding of te Bauen
Envonmnent domain long he terpesonal an eam lb Ike those eating the ope domain,
taper techs projec aragones ln te roces domain

Domain: People Ihe People domain riet several tools and techniques along witha unique sstof
ls hat may nude the following: leadership team bung, motivation and confie management, This
oman lo res tothe ability t interact with and support th needs of project stakeholders. Tis an
‘mean rom the sponsor othe project tem and the performing organization and rom the customer to the
Hager community in which all stakeholders work together Stukcholder engagement is as much bout
managing expectations a about meeting them. To bud and matin a shared understanding, you
‘rt deiner over valo ofthe project within cope while simultaneovay managing expectations

Note that while PMI states hat 426 ofthe exam eased on the People domain, the ansocited tasks
and sis are not only needed for project communications they ae tere in your work sa project
‘manager They a asp needed in order to carry ot the project management process and accel
mviatethe business environment wit the context ofa project. A project manager needs 4 unique set of
Sof sil, bie, and persona buts to carry ot the task within this domain and to support the
Proces and Business Environment domain They ae coved dsc or indcety thoughout tis book,
but especial inthe “Resources? “Communications and “Stakeholders” chapter. The following its à
rod representation ofthe sil bites, and abuts needed to manage poet:

+ Active liteing Negotiation
Adaptive leadership Participatory decision making
(Coaching and mentoring Personal ntegrity and ros building
Collaboration Reward and recognition ystems
Confit resolution Team and individual performance eahatio.
Emotional itligence Team bldg and development

Facto, Understanding of motivation

98. Processes and Domains ı u n © ©

3.7 Exercise Tor uch scenario lit thre sills (rom the previous Li) bated on the activity
ven. Wate the awe in your Eerie Notebook (a answer is provided forthe fist scenario as
example

NOTE: There ar often many skill that ppyt any ven scenario so our responses may be
diferen bu sl core based o he need of he project.

Scenario Activity ‘Skills Needed

1. Anewtnnsithebistobe Ativelistening, negotitlon,
bulnearaneniting _ Pable meeting to gst feedback personal Inter, and mut
highway overpass omthe community aline

Ann team i mesting to
desompose the defined.
scope

Branstorming ectingto

The team is breaking
devons forthe nest
release

Story breakdown and
«station meeting

Contacting es
procurement with new
Single source

A sahaholder group it
concemedthe ner
product implementation
lo their workin

progress

Craie a standard contact
vith he aller

Posen oor support
uring produc anton

Answer

1. Forthe meeting toe succesful active eng nd getan are tol at may be sed
to build confidence and understanding, Ona public projet ike hs, exhibiting personal
Integy andthe ability to build rs ae important atte and you must be ur
address esos they are brought to our anti,

Trclitation, coaching, and mentoring kil wil help you lud the team in cresting the WBS
and WBS dictionary fora larve projec. Creating a WBS aso a important am.
Building exerce

This scoaso sl to be taking place on à change driven project. Active listening,
participatory decision making, and conlct rseution ae al ikl tobe used, Remember
{hat conic rerlution more ly o be abou project pires and constants
technical consideration, nd dflerences of expert opinions than about personalities.
Personal lategrity and trust bling re important ou establish a god relationship with
the elec Collaboration and negotiation ar important to obtaining afar and equitable
price and conditions ofthe contact. Did you automatic thnk confit resolution?

That would not have been wrong ether Confit x possible daring any human interaction
ona project

‘Using emotional intelligence and understanding han motivation wi help ou appreciate
(he net lp stakeholders manage her ranaion tothe new product. With confit
resolution you an Ra them navigate changes to tele ways oF woking.

OOO ans re 85046404» HSM cr econ

99. Processes and Domains

Domain Il: Process The Process domain includes the techni project management skis and
actives needed to manage a project wth the overall goal to deliver the benefits for which the project was
«dera. The rojectmanagerand project team work together ints fr, as you woul expect you
ase sing thesis needed fom the People domain. You led he development and organization of he
project with thee sills and deep and balanced understanding ofthe busines envionment ia which you
Fate team continually deliver als

The project management tasks within this domain include at only the management ofstkcholder
engagement, resources and communications but scope schedle, con, qua, rk, and procurement
management all of which ae covered inthe flowing chapters ofthis book. You ae aso primary
reponse fr keeping the projects many aspect integrated a in managing the projet panning and
ice Managing the project governance structure, change, sue, and the rater of eso leaned
and other knowledge, at wel athe product rover ae all part ofthis domain. Remember tat» key
‘pear of acces eyond armor sh continuation of the projet resulting value and benefits (wich
Lao à domain tat).

3.8 Exercise ‘think about eich senario and ¡deny an acti related to domain I Proce.
Wet he answer your Exec Netbook Skis sociated with doin: People that apply io
the scenazio ae provided, The ist answeris pren aran example,

"Note: Remember that there interaction between activites ated to knowledge aca and
projet constants, and there can be many supporting sl foray given acenaro.

‘Shs from Domain
Scenario Activity People
1. Leamingand Facilita,

menting whaticand Steeler engagement pad hard undersan
documenting whatisand Requirements documentation ti shared understanding
Ssnotin cope potion

Scope dehntion.

‘Adjusting deliverable Callboration

before approval due to Negotiation

customer feedback Confit esttion

Helping the team achive Adaptive adap

superior performance Coaching and menting
Understanding of motivation

Ana and reolvea relat

‘ical schedoling soe Emotional ntligence

wih the customer Participatory deciion making

Balacehabor expenses Performance evaluation

aguas task proficiency Performance support
swing adequate taining

2000 MC Ret ne 852 84» oc «recon

100. Processes and Domains

Answer Asyou red these answers note the sls from domain : People. Yous think fetes
‘hat apply aswell.

1. Requirements documentation needed for cope deation and stakcholde ngage
is integral o suena completing both Creating» product backlog or WBS cd ko
beinvoled depending on whee we at inthe project management proces,

‘You are mesting withthe costomerto gain approval fora deliverble. Tas vldate cope,
Change management active ae need t adjust he elverabl as reel of custome
db, You tnd the projec team would weil product quality before st presenting it
for appro and apn er mating the requested adjustments

‘Te projec team sould aye be engaged in the projec (the proces fatales
engagement). Te team kadersip and communications management processes bel You
lead en apte lung the proces of bcoming performing tom.

Diet ceding ies cold be serous son projects there must bea risk
assessment (und possibly sk response pan fit cannot be immediately resolved) You wll
ave had to identify and analy stakeholders to understand how you might help resolve
thei schdaleg sue, How lated communications tk place ia communications

Balancing labor expenses guns task proficency the balancing ofthe process cos,
schedule and qolty management. The most proficient eam resource choice likely
Have the mort experience and thee bor wl cost mor but that could increase the quality
ofthe work and also help te compres the schedule Not that fe were looking stan
‘ateral esoures th procurement process would be involved

Domain I: Business Environment Projects occur within the lager organization and business
erisonnet. Les say you have the sls asocied with domain nd you have the knowledge of and
experience he project management process of doin. You wouldstileed asaidundetanding
ofthe busines environment within which the project occur I ly hat you area understand thi
bt yoo my not bre though about ts aparte tr in your succes The rennen of busen
«svisonmen a a separate domain helps you understand ne critical thi st accompliin project
objectives and delivering value Note thi one ofthe associated take within tis domain special states
that yo shosld erste and delve project benefits and vale, This can only be aciened ia project
manager uss the ails rested to domain 1 and It together witha complete understanding of the
busines environment

Te also important to have knowledge and understanding ofprojectand organizations lessons sra
and the importance of how they ae used between project A projet manage scores lesson med
from organizational proce assets atthe beginning of project Throughout projet ssons eared moy
bbe collecte, used and theo haced wit oer projets and projet manages. Can you se ho leone
Icsned become integrate backinto organization proces ae for us on tre project and within the
Organization at age (hie further described the "Framework capte)

Organization and project governance (ie the “Framework” chapter) ae both essential to overall
projet sucess sl slats tothe business environment. Organizations evaluate the external business
rvironment during projet selection (also in the "Framework chapter). The emironmen ls abo
‘ontinvony evaluated throughout the project to ensure hat changes do not ae procurements, project
‘Sbjectives and ote project needs. Many projects have change management component tat address
the changes to ways of doing busines that are cused by the project. For example a project boue gaits
to update the astomation of a proces that ct age paris ofthe emanation segs à large
‘ommaniatons sort befor, daring, and alter the projec is exeuted Thee may be à spate
Itaplemenation and training projet to introduce the product ofthe projet to Hs customer so taa be
success eed a intended

O AD Pacts, ne” 052.08 444 elon can mim con

101. +s e © Processes and Domains

39 Exercise ‘the exam may describe domain Il: Business Enviroment tak in variety of
‘rays Match eachscenaioto he appropriate strategy Wie the answerrin your Brise Notebook

scenario Strategy

LA ble sarao a Spam

2 on determine the development Account forthe efecto busineer
approach andlifecyleto bes deiver ernennen changes on scope
alee delivery

3 Building ample time between the plot
and ol you tits and Halte and select appropriate
‘misunderstanding to achieve delivery options
‘customer station forthe ollo

4 Yon plan inamid-projet technology Fiat and support organizaional
pdt to ener o dispo to rg

change management
ject objectives

Provide te ining in workplace

pie Congres the she

Answer
Le sa

Structural Differences: The Process Groups and Domains

Historica, the ve proces groups exited long before the current domains Ite citi to understand
how both describo the project management process in diferent ways and that ey correspond to one
another In ether cas youaredoingthe sae base thing: iting, planing, following through on your
tla, measuring and cado yout progres agaist measurabe projet objcties, ajotin plans and
Palin changes along the wy

Its unía to compare the two. The domuinssteucure provides 3 more exible framework than
presente inthe ie proces group andhas number of advantage a ele For example, may require
Tess adapting fora change driven sppreach compared to predictive proach

Review the following difeence between the domains and proces group o understand how the
domains have ben structured compared tothe fe group:

® Noindication ofa set order Remember, projet management notes, We made thi statement

ei in elton to the five proces group, bt the domains mae hs concept more leat. Since

‘hee ienoindeation ofan onde ofpertions within the domains, here no le sense hall your

project management activities ar started and shed one ate the other In ac there are eons

End progres elaboration regards of the applied methodology.

Nodefintive framework lack of definitive Famewark allows for more ei to select from

evelopment approches along the continuum of predictive to hybrid to change-driven,

© 2020 MO Patate ne” 952.48 44 im com «mas co

102. Processes and Domains + u n © ©

+ No direction in elation to how tasks may be connected While the structure of the ve process
groups provides direction rated to al projet management proces, he domains only describe
Sal ad activities, This means that you ned to understand how everythings interconnected and
Lo know how to connect tasks and the overall work ofa project
Much lef to laterpretation Relative to the structure ofthe Se proces groups, much if to
Interpretation itis the domains ander associated tsk, This Further allows a project manage
ile multiple projet management phlosophles and methodloge, including whether or nat à
tore adaptive approach is more appropiate to ft the needs of the project, or a more price
apprench ora hybrid approach,

For the exam its important that you understand how project management process andthe asks
associated with cach projet management domain dat Letsreview aspects san ezample Domain
Meas, plan and manage quality of product /dbverbles Take ray pou cn se that ths tsk lady
address the quality of the product ofthe project (corresponding to Cootol Quality inthe process
fous) Batt dost addres the qualty ofthe procesos polices, and procedure for ahiering that
product qual (corresponding to Manage Quality nthe process groups) You should beable to make the
“Ssumptio ht prodacing delerable (the “what” of qualty management includes sing appropriate
processo get there (he how" of quality management.

This example shuld help you understand that wil there are many similares, here ate notable
<iference that yw should fs comfortable wth While you wil undoubtedly discover oer dfreces
between the way project management is described within the process groups and domains, you should
hve aslid understanding ofthe overall proces of project management for he exam.

Final Exercise: Project Management Scramble Game

Bil ses how well youve understood what you've read, For each tem listed inthe fllowiagtabe,

FEET Te towing exercise is an extension of Ri Process Chart Game and should help you
tts
MIRA determine fi done nant pannog,erecuting monitoring and controling, o closing,

3.10 Exercise For cach ofthe following actions lat in your Fseito Notebook the correct
Process group: inating planning exesting, montorng and control, or losing,

Actions

"tete project scope statement o gin approval ofthe nal” scope rom bo stakeholders
before urbe plannings done.

Determine high evel regiments constraint assumptions and ss
Measure again the performance measurement baseline.

Implement approved change, including coretve actions, preventive actions and defect
ope

Reanalyze denied sk.

Use high evel planning ad estimating dats to determine whether be product can be
Schere vin be given onsets.

Veni and document dha th project or projet phase meets completion or xt reía set
An place during project planing

Cont team-building activites.
Brahe the elfectienes of isk response in rk eve

AD bern” #96 8484 nl om unen com

103. vun e e Processes and Domains

Actions

Determine how you wil ln he planing exostag, and monitoring ad cooling
‘Mors or stakeholders, requzements copo sedal, cos, qual source,
omumanications, sk, procuremen, change aná configuration and ut a information
Into the bepnnings of management plans,

‘Obtain formal (Lgl) sign-off and inal aceptance of product fhe project rom the

Increase the etes of processes
Recast how uch the project wil ost and how long wil tab and eat orca,
Plan what willbe communicated on the project to whom, by whom when, and how
Spend time teyngto improve quality

‘Make sue the busines case and te analysis supporting the need forthe project re
documented and understood. Also make siete expected bene are understood and
lay o be resi through the projet

alate how effectively the team members function a team,
Determine how and when you wil analyze processes in use on the project.
Determine measurable project and product objectives.

Manageschedale and cost reserves.

Focos on locking fr exeptions to the approved project management plan in team
‘member’ performance, be than checking up on every pers wok

Devlop he nal projet management plan, project documents and performance
‘measurement asin by performing schedule network anal looking or options and
‘Config hat project objectives cn e met.

(Gather al esos letred

Keep evcyon focused on completi the project to the project charter and project
‘management plan,

Calelaestimat to complet
‘Understand bow he project supports the onpaniations strategic objectives,
Implement approved improvement to projec proceso.

emi stakeholders and determine thee inne, expectation, and impact
Meet with manages to pin meres comentes

Use and interpret eared aloe callos.

Ensure high-level product cope dented trough an evaluation of busines need,
anden docamentedin the project charter

Crest and distribute anal report of projector phase performance

‘Use your judgment o determine what vsances aportan andthe marrant
recommending change or coretv action,

Finale the “execute” and “monitor and conto” aspects fall management plan.
Index and archive project record

Keep managers apprised fe hir resources willbe neededon the project.
raue customer satisfaction regarding the project nd the deliverables,

Determine who willbe onthe projet tum to help with projet planing,

© 200 MC Peto re » 852 48.444 «wr «wm con

104. Processes and Domains ı © © ©

tons
Dating the project share knowledge and make recommendations o nca project
Scenes hroughout he organizan

Perform procarement inspections
"Turn high ee taeholde needs, want and expectations nto requirements
Look for newly asing iss

‘Determine what processes should bellowed onthe project reduce the ned to
Papers work Improve quality and make we of standards

‘Obtain formal acceptance of intern deliverables rom the custom
Determine what specifically wl costat project sucess

‘Assess individ team member performance

Make or obai a decision in integrated change contro about wheter changes shouldbe
approved ejected, or deere,

Manage quality to sue the defined practices ad procedure ae being followed and are
Sl approche project.

trate the efectveness of implemented corrective ations

Manage stakeholder engagement and expectations increase project suppor and prevent
Plan way to measure project performance, including determining the measurements to be
Dred en hey willbe taken and how they wil be interpreted

Keep the projects busines casein focus while managing the projet especialy when
robles our

‘Deerine the proces tht wal be used to request, approve and manage changes on the
projet

‘Obtain sel reponses te bid documents

Implement planned ik seponsess appropriate

alt us, cor and ob aspects of pica resources. Make appropriate changes
sodaijstnets

‘Cellet nd share project information ats discovered,

eg wit potential slr sign contac.

Irate NET e BLA UA RER em co

105. Processes and Domains

THREE

Answer ‘The Project Management Scramble Game

Done During
Which Process Group?
Panning

Intining

Monitoring and controlling
Eating

Monitoring and contraling
latins

Closing

Execting
Monitoring and cooroling
Pinning

Choing

Execating

Monitoring andcontling
Planning

Monitoring and conrling
Inti

Exccwting

Planning.

Intting

Monitoring

eouting

Panning

Cling

necting

Monitoring ad conri
Inating

Intating

“Monitoring and controling

Planing

(©2100 Gaine ve

Done Dung
Which Process Group

Monitoring controling
Tatin
Closing
“Monitoring and controlling
Panning

& Closing
Executing
Closing
Planning.
Bang
Monsoringaod controling
Int
Monitoring and cooling
Planning
Monitoring and control
Executing
Monitoring and controlling
Monitering and controling
necting
era,
Planning
necting
Monitoring and controlling

Eneeting

92 MANS nmin us

106. Processes and Domains ı u n © ©

Practice Exam

A project manager has received some bp fom the ter, and she need bel from them again so that
can crests tale project budget Which project management proces groups she nd

A. Initiating

I. Before the project management process

©. Planning

D. Erecting

“The project eater crested in which project management proces group?
A. Erecting
3. Planning
©. Closing
D. lang

A detailed project schedule an be rested only fer cating the
À. Project budget

3. Work below structure

€: Project management plan

D, Der isk strsment

Which ofthe folowing isnot np to the initiating process group?

A. Company process
Company cure
Historical WE

D. Project scope statement

You team sling a website to provide resource for lies and clar providers who wast to
design thir own homeschooling programs. Te sit wil incide many features. As ach feature I.
“completed, he produc owner eviews and either accepts to tee team what needs to be ed.
Upon acceptance, the feature series by QA and then added to the ve bull, Which ie eye oe
development aproach are you using fortis projec?

À pond

B Incremental

D. Rate drive

he project sponsor as just signed the projet harter. Whats th extthingto do?
A. Beginto complete work package

À. Valdate scope

©. Stareintgrted change conta

D. Statto create anagement plans

The higheve project schedule constraints have jst been determined. What project management
proces groupareyouin?

A. nitaiog

B Planning

€: Execotng

D Monitoring and controling

(© 2000 RUE Auer Inc 52 48 4 Im come mur com

107. Processes and Domains

8. The WBS and WES dictionary have been complete, and the project team bas began working on
entiying risks, The sponsor contacts the project manage requesting that the responsibly
Esignment marie sud. Te project has budget of$100,000 andiakingplacinthre countries
thing 14 human resources Tet i erik expected fo the projet andthe projet manager has
managed many projects similar this one What the ert ing todo?

"A. Understand the experience ofthe sponsor on similar project.

BR Corsten atril

(© Make su the project scope defined.

D. Complete isk management and sus the responsi assignment mat

À project manager doesnot have much time t spend on planning before the mandatory start date
‘Eves He there wants to move through planning secta as poe. What advice would
A. Make sore you he signed project harter and then start the WBS.
À. Crete an att lat before cresting a network dora
©. Documental known tke before you document th igh evel assumptions.
D. Finale quality management pan before you determine quality merk

the best ime to asigna project manager toa project daring
A Integration

3. Proetseetion

© tala

D. Planing

‘Why does the agile approach plan he work continuoulyUoughout he project?

A. Agile methods break down the work into smal chunks the tam can complete one iteration

2. An gl product owner cast know what hey ely ned nt by sea prototype in actin.

Agleteamsaratked oposite task that deliver vl ratherthanspendingtbetine lalo

D. Agile projects ae subject o uncertainty and high rates of change Tat make uptront
inning ineficient

A project manager gis cal fom a eam member notifying hm tt her variance between the
{peed of tem on the project and the desired or planned speed Ihe project manage i suprised
ue tt performance measurement vas not sented in planing the project manager then
salts whether the variance warants à reponse, he a which pat ofthe projet management
‘A. Inti

À Exeutiag

©. Mentoring and controling

D. Closing

rng ter ting, team member ats aboothemensurements that wil be usd onthe projet
tos performances ete member foco that some ofhe measures ated to activites signed
to him ae not lid measurements Tbe project mos ikl n what part of he project manage

A. Closing
À Montring and controling
€ Baum
D Ing

MO Fc Puis Inc” 8524884 «ms com «mencion

108. Processes and Domains Tuner

14. Which ofthe elowing sa chance of project management proceste
À Le
D. Standards

15, What does a project manager ned to do to deliver value in he content ofthe organization and its
buses envizonment™
A. Understand the organizaional and projet governance and how they may Impact he projet.
3; Review the lessons learned from ater projets and use then to generate orpnirtonal
process amet,
© se people and process sls lang with undertnding the organizational and
business environment
Continuously monitor any change othe extemal business environment, such as competitive
and regultcy changes

‘Which project management process group gener takes the most project ime and resources?
A. Panning

À Des

€ Imegration

D

You are managing two projects and have ben signed to thd project tu just been approved.
“You begin the new project and are able o manage it wel long with ee ober you ae manain
During ati, you are focused on accomplishing a number of avis, Which ofthe following are
yout concerned with this time?

A. Identifying and docamentng busines needs

3. Creating a project scope statemo

€. Dividing rg projecnt phases

D Accumulating and easing social formation

‘Which statement shout process group and domains i acute?

A. Both process groups and domains recommend the best practices that should be flowed on
pre

1. Since the process groups lack a definitive framework, by allow for more exit In the
development approach,

©. Compiredtothe proces groups hetaisivolvedinthedominsaremoreopentointrpretaton
td the project manage fodgnent

D. The proves groupe and domains provide a dient view ofthe project depending on the
evelopment approach being use.

“The sfrae development project has progress according to plan. The tum i very emusic
about the product they have crested. Now they ao oli ahead to lodig new projet to work on
You caution them tha the curent projet cannot be considered complete until afer the closing
process group Closure inclades all te flowing excep

A. Determining performance measures

Turning over the product ofthe project

(©. Documenting the degre to which ech projecto was opel closed afer its completion
D. Updating he companys organizational process ases

ates ne 50. AA = IICA + manco

109. Processes and Domains

20, What ey point aout the process groups and domains isimportanto know studying the exam?
3. Being able to coat thee two frameworks with each cbr wil lp you understand the
a. By combining these vo perspectives, you can determine the Best sequence in whch the work
ould be done
©. Aang the pot characteris rom te standpoitafach of thee frameworks wil lp
Jou choot th bat devlopmeat approach follow
D. Bac the tr menos shouldbe ucdindependentiy ofeach ober you nedtobeableto
ons the best on foreach projec.

the est phase of your projects come to an end. What isthe mostimportant higo ensure done
before beginning the ext phase?

A. Verify thatthe resources are rable forthe nest phase

3. Check the projets progesscompuredto sbuscline.

Conf that te phase as reach its objectives and have it deliverables formal accepted
D, Recommend concis ation to ring the projec sls ne with project expectations.

During which proces group does the cum measure and analy he work being done on the projet
€. Monitoring and controling
D. Closing

Which ofthe allowing the mor approprit thing to do ln project closing?
A. Work withthe castometo determine acceptance ter

1. Confem allthe requirements inthe project have Been me

©. Gallet strc! information from previous projects

D. Gain formal approval ofthe management plans

‘Which process group focuses on completing the requirements ofthe projet?
A. Initiating

3 Planning

€ Boat

D. Closing

Ale fllowing cur during the planning process group except:

A. Deraop Project Charter
B Crete WBS
D. Sequence Activities

A markt demand a busines ned and legal equrement ae examples of

A. Reasons tie a projectmanager
3. Reatons project are inte
©. Reasons peopl or busneserbecomestakchlders
D, Reasons o sponsor a projec

110. Processes and Domains ı une ©

Answers

Explanation Notice the we ofthe word “ted” Such budgets crested daring projet planing

Answer D
planation be project harter i need before planning and execution ofthe work can Bein
Therefore, treated and approved in projet ining

Answer B
planation Inthe project management proces, the project budget, detailed risk assessment, and
project management pan come afer the schedule eet. The oy answer tht could be an np
{he work breakdown trate

Answer D
Explanation Notice the question ask which i ot an input to projet iniing Did you rend it
‘once? Companies should hae processes in pac for hing sour, reporting, and managing
sks on projects (to name only à few). These are Inputs to projec inating, a are company culture
and historical WBS. The project scope statement san output of projec planning,

Answer B
Esplanation This scenario descibesan incremental cycle, where complet portions ofthe product
ar developed and delivered one at time: nan erative fe cy, the complete projet would be but
‘up progresiva in increasing evel of deta ts ot the are here While tis old be a hybrid
projet, the scenario does mention any predictive ar plan.diven methods Since a hybrid project
fr one that ures both aple/adapive and predictive methods thal kt the best answer The sewer
Fete diner” fa dict; that isnot a recognized type of cycle development approach

newer D
Explanation To answer this typeof question ok for the choice that occurs class tothe process
group you sein. The project charter i crested doin project Competing work packagers
one during project executing Validating sope and performing integrated change contol ae done
“orig project monitoring and conrling Starting rate management plans ithe bes choice a
ini part of project planning

are identified inthe projet hare, whichis ected ding
ee,

Explanation Lock atthe oder of planning the projet thatthe tem has chosen. Although
“understanding the experience ofthe sponsor aight sound ke agoodide, the sponsorisastakchalder,
‘nd understanding the stakeholders par of stakchlder anal Tat should have occurred before
{he creation ofa WBS. Project scope must be defined before a WES can be eeted. Completing risk
‘management and iin the responsibilty suigment matrix cannot be Best as cat work ose
‘not come nex inthe proces, Other work mus be done before risk management can efectiva be
completed, Creating an ati it comes next after he WS and WAS dictionary.

(© 200 Ac Petre ne 65228 A» TS OME

111. tun ee Processes and Domains

Answer B
planation This question is asking which ofthe choices she mos effective way to move through
Pc planing, Starting the WBS immediately fer ebaining a project charter skip the important
Tape of deining the scope and other activites, High-level aumptions ae determined in project
¿nia Quay meric are determined as part of he quality management plan, not afer it.The
tity it is created afore he network agra, so thatthe bs option.

Answer €
planation “The project manage shold be asgned daring project inating

Answer D
planation titres that gl method break dwn th work into sal chunks but odo predictive
br lan den method and hs not why planning continues throughout the project. Since every
dec begins witha ecogized net ox problem, an ail sponsor or prodact owner knows what they
RE ne ut might not know what esl solution wil ook Le wal they se a prototype it
Seton Wie agile teams do prise tasks that deliver vale ale eas continuously plan the work
throughout the project becas these project ae inherently subject to uncertainty and high ates of
‘hang that make iront planning meint or imposible

Answer ©
planation Even though the measurement was not Wend in planning, the project manager
‘rou il hve to vestigate the variance and determine important The projet manager isn
Pro monta and controling

answer ©
Fxplantion “ts station does ot describe an actu measurement monitoring and controlling
dati) butathara meeting occuming during project executing

Explanation As the project fe cycle progress mote information become saab allowing the
team to manage the projet toa mare detaed level,

Answer ©
Explanation This i tricky questo, tn al ofthese answers are acurte o some degree In his
‘coy the best answers hat ou aed to se people and proces ei long wih understanding the
business environment. This newer isthe most comprehensve—itinlads the asks described in the
‘ther tree answer option. In ation, this the oy answer that mentions the people and process
‘Bomainy sno deve value sucess (in any contest) a projet manager aces to apply sl rom
Althre domain.

— ne
e op ung tr he

Esplanation A project scope statement is created during project planing.

112. Processes and Domains

Explanation In comparison tothe proces groups, the domain tk re more open to interpretation
nthe project mangers jodgment Wäle oth he process groups and domains provide uidancefor
the project management proces they do nat recommend he best practices that should be followed
all projects The projet manager determines the best practices that re pproprte foreach project,
The domains provide or more Heil in practice, not the process groups. While the development
approach being used might ct how the project manage wil use he process groups and domals,
they dont inherently elect diferent view othe projec

Explanation Performance mesure ae determine salir in the project so they can be used to
sut progress during the projec, determining performance meaurs ithe only coset answer
to hi sexton,

Fsphaation Iisimportantto be blo corte the proces groups and domains wi ach therto
prepare forthe exam, Since they describe th project management process in diferent ways, hs dal
erpecive wel deepen your understanding ofthe process, So tan correct ay hat they coul be
used independent ofeachothe or tat you should ony choose one perspective fora project. Nahe
‘ofthese perspectives define a speci order of operations for he wor, see project management I
notlinear. is tras tha the bes development approach shoud be based on understanding the needs
And characterise ofthe projet the team, andthe organization, but you would ue the ta io
analyethat nthe process groups and domains

Explanation A phase or projet must be formally closed and accepted

Answer €
planation During monitoring and controling, project performance is measured and needed
changes ae denied and approved

Answer B
planation Collecting historical Information and determining higlevel acceptance ctra
Are done in projet inating, Gaining approval of aunageent plas ie pat of projet planing
Coniemig that project requirements ave been met occ in project closing

xplantion Project exeutingi where workis done to produce the product ofthe projet.

25. Answer A
Explanation Develop Project Charter ocur in project intting.

Answer B
Explanation These ae al reasons project ae inte.

O2 HC ts "+52 94 AU BE co con

113. Integration

FOUR

How would you respond yon were asked, “Whats

projet manager primary le” Thecomecanswers’ QUICKTEST

15 perform integration management pul ll he
pisces of projet together into cohesive whole This Integran management. peso nontecgo
ss much apar of projet manager’ Job that tis props er
agua the rextonforthe project managersexience + Mgr change canal Expl
inanorgaination nd ona project * Press or making changes + Proc documents
‘While the work of te project is being done the Paget mangement plan» ASsengton kg
n members ae concentrating on conplting the” Proc fe oye, Change requests
wok package, andthe projet sponsor is protect > alopment approach + Carece action
the project om changes and os of resources The 7 Managment eas we
project manager le responsible for Integration a Det
puting le pieces the pret together one Ia management» Cont ard assurpons
bete whole hat gets the projet done str, fe CM net
hope, and with fewer resources we meeting the eh fs

project objectives Peguera Change coto system

the procewes and tsk wilh each other Change management pin» Wrkauihoraen system
Project management activites do mot Ganzen Lassons red

happen indepeadenty of one another To complete management plan gl change management
contrats orerample ct suchasthemumber «Projet char Kio moatng

of resources on the projec, the scope being et dao erro

‘ae ad serves shoul beta int account

E Think about integration as balancing ll managment plan Orange conto brad

The other chapters in this book explain the

denied work of a projet manager This capt

homero about the hol work projet manager needs to de. Rea hs chapter aol Integration

managment can e a él area ait onal asimulaing altas or processes that may be involved ina
The flowing tables should help you understand how eah par mega management fits into

‘he ore project management proces

114. Integration our

The integration Management Process Done During
Derelop Prjeet Charter Insiatng proces group
Derelop Project Management Plan Planing proces group
iret and Manage Project Wo ascting process group
Manage Projet Knowledge Executi proces group
Monitor and Conta fest Wo Moriterng and controling proces group
Perform Integrated Change Conta Monitering and controlling proces group

Close Project of Phase Closing process group

£00 Domain Process
Task I: Braut Project with the Urgency Required to Deliver Busnes Vale
Task Integrate Projet Panning Activites

Task 10; Manage Project Changes

Task 12: Manage Projet Arcs

Task 13 Determine Appropriate Projet Methodology/Method and Practices
Task 16: Ensure Knowledge Taner for Project Continuity

“Tusk 17: Plan and Manage Projet/ Phase Closure or Transtions

Thess tables illustrate tha the intégration management process rom the PMBOK" Guide can map to
several Exumination Content Outline (ECO) tasks Somo task and processes appear tobe very dora
‘eluted Fr example, the Develop Projet Management Fan procs forthe esblshment ofthe iti
project ie cycle, develop approach, and performance measurement baci, as wel the Integra
tion falootpts rom the planing process ofeach management are. This process ely latest the
integra projet planning ati ta found in domain It ofthe ECO. And have you considered tha.
Manage Project Changes fom the ECO is similar to what is known as Integrated Change Contra in th
PMBOR Guide?

the Manage Project Arcs tsk rm the ECO, on the ober hand, ete to both the Develop
Projet Mansgemen Plan and integrated Change Control processes from the PMBOK Guide. Ini, te
Ley to be involved in all the integration management processes found within the PMBOK Guide
Integration management cannot be understood without a solid understanding of project management.
Therefore, you hare limited projet management traning o experience, you might want to do à gr
level serie of ths chapter now red the et of his book, and then ome ack and cad thi chapter agi.
Eva make more sense the second tine Remember that integration management Is he primary role of
pried a

igure 4.1 shows the oatinshi between knowledge area and proces group as they ae described
in the PMBOK" Guide With ou can ssl see where a project mangers etnies ar focused fr eich
Knowledge are. For example allhnowiedge ares include processes that occur in planing and monitoring
aná controlling Scope, Schedule, and Co show no project management activity or he project manager
because dl the tam hat is exccuing the work to uid the product of the project whe the project
manage monitos and control. And id you notice that Integration ithe ony ara tt has processes
‘scuinginall proces group? The project manager ie nay iterating

(© 2000 NC Pats ne 5246444 CI «mar

115. foun Integration

Process Groups

Monto
Ming Pam Em CS Guxing

regen
Sen.
Sohedle
cost
‘vay
Bees

Knowledge Areas

Communications
se
Proeurmen
Starr

AREA hera e end roce gps

Develop Project Charter pacers

he Derelop Projet Charter proces includes «information on a
reject sleston process to achieve an app oje charter, which authors hep
Porn, This proces lo includes the creation of an assumption log whichis an outcome of developing
‘he poject charter as na sumptions and constraint are atered and docomented n th charte I
a important o nate tha the assumption og is pate throughout the project a asumplons a
Creating a project charter involves planning a projec a a igh level oases whether is Feasible
within tegen constants, Detaled passing des not happen ntl er the carer is signed. In project
ting, Jo stakeholders to deine the high-level objectives, requirements, op
sumptions and oer contains in an srt to ass the fealty of the project. Then, ou vil
the projec rei lg with Be opero age
Mer the projec Faye projet bare. =

The project manager ay erate te project charts, Di issued (signed off on) bythe sponsor as
Fart jetting The projet charter should be ange atthe
Project progresses (Any change tthe project hare shoud line question whether the projet shoul
Project inch sd or gi approches may tale charter documents For examples project

are may contain ls infomation i there ls more uncertainty bout requirements or te pod
Ssirerblest thebegining ofthe projec sao important o not tht the description fhe govenan
‘the projet may contain dieran information. For instance instead of formal change contol bod à
Projects product owner maybe asigne and given the aunty to make decisions relating to change
rad esoo por quemen hehe et nd pr my as

116. Integration

4.1. Exercise Tes yourself! In your Exerciso Notebook, wite the answers to the
folowing questions.

What does the project hater do forte project andthe organization?

Why itso necessary?

‘Answer The projec haser yo target forthe projectand servers definition ofhow sucess
willbe measured. Know the folowing forthe exam,
“The charter sts minimum does the allowing
+ Formal rcognies (stories) the existence ofthe projet, or estables the project
Links the projecto the ongoing work of the organization
+ Givesthe project manager authority to comuni corporate resources tothe project
+ Clarifezandencoorges a common undertanding between the spent and projet manager
ofthe major delverbles and milestones
Defines key oles and responsbiltes
Provide the project objectives high leve rqulements and sus ereria

"On the exam, the projet manages authority dough the charters an assumed bene or
‘ofthe project charter I many pret alone In corporate structure, Ihe project team docs
‘ot report to the projet manage which an lead to cooperation and performance us. The
projet charter helps prevent hese ses

The proces of rating the carer uncovers the assumptions recorded asthe sta of te asumption
log These assumptions wil ster be updated or ade in the detailed requirements gathering. copo
definition, and ie management eo. Can you se hatte creation of projet charter should address
sndinlsenceal the projet management contains? sde rom the sumption log and the charter, you
Should have the following documented in thei respective proje alas:

+ Identidad analyzed stakeholders

‘Defined projet objective, constraints, and acess crea

+ Confzmed higher requirements

+ eliminary product scope dfition

+ Documented intl rks ad inves

Some ofthe tools and techniques that can be used during this proces include dats gathering
(interviews, brainstorming focus group, et), conflict management, and mecing management During
esting withthe sponsor nd key stakeholders the project manager can obtain needed information and
Work wii experts to understand and address organisational strategy and develop mesure
pret objects.

NOTE: The folowing charter example not an exact tempat as charter shoud betaine to meet.
the neds of the busines and projet. This example e meant show you he types of ection thal may be
included and what hose sections may summare. Alb ote Ua ths charter refer o attached documents
datar not incudedin this example

© 220 RUE Mis à 286 AB OM Om man

117. Integration

Project Charter

Projet Tie and Descrip (Whats the prot) Upgrade the Paro Systeme
viva lng malintioslorpnäien with move ta 2,000 employees o hom ener ange
ment à cial o our success To more ein compen ur empleos, we war 1o replace or
pede the employee ayo este to beter fect the changing nature four workore Employes
‘rr work in various cations (fe and homes) around the wel wo malus far ple
Erase nt und hae mor ted wok sedas thn ere fie, Cunt geographical oc
pl tems ae et tegrated are ndexibl and require gica el teme to maintain them
FRE the esting pes embed crete pring sn np gre

Projet Manager Assigned and Autry Lael (Wo igen arty od th prot and cn thy
eerie manage nd approve hanest budge chee aig, ce

‘tah Hig wl be he project manage or is project He may eques ay lem mess he sees ft
tod will week hrs managen to secre the cadence. He ba gare story up to
810000. Ashley Chan aire saint project manage.

sls Case (Wy he projet eng done On ha fan a ter acm we iy ding thi
proa)

Actes perl carves costs $2.4 min area long with he ans ct af pcs
la ocio The indy arras par roces coso fora al company au ze 8 $100
peremploosper yeu o $2 millo oe per y Antipaed seins of 540,00 pepa (nung
Feu po period) jute le approval es projet Sos the dende ete attached
ot charte.

asuresPreaslgnot (How many o oi rues mil e prove
The comporte pay pocenting group wl be nly imobed in Li projec, ong wh the pal
perla wo workin ou loa lets A tenor ear of basins any, erp artes tod
ne desa hc ben ented forthe nal earch and anal pas. rocaremen! and pl
pra willbe involved in ser contract process, neun development of RE and on
rca when deemed nece Engh le ts primary projet aguas local language expe wll
be tvledt ensure comntry serie replat nd lar dered. Other eared ures
‘mete ented and eo for by ih project manage

ay Sahablr Uist (Who wil fc r bated he pro fine te prj] sown to dat)
Atado of tachalder group tht willbe impacted by hs project include al employees
de tne popes, copomas mungen, leg, procurement, and pool kind ls
lacs ese representatives of government zig authori, Dee provider and spp of
Pool poca solution

0.200 RUC cae," + 2.846418 Ben

118. Integration

FOUR

Stakeholder Requirements a Kngun (Regne tdo oth poet and prod pe)

ea.

under HL Poems

RI Payemployeesbsedon the agred pon teary on the aged pon schedule

R Adhere to country pement rgarmens sed to tox witli an
payment cede

RS Ad to sate, provino, county or her aa ovement queen reat ota
veto ad payment sched

BA Allow the company t provide beets for employees approved tb Bur of Directo

RS Alle company tcs ben premium pymes tom employee ay a ed toby
Sheep

RS __Kecpallemploeedtacofdentah sur andarchnedasegicblavinech rien

Wah Level Produt Deserftan Key Dtrables (Wha are he ey roduc deine that re ated
what ibe end rent o he projet?)
The rent o hs poet shoul be one or mor systems tht support pay processing for al employ
‘es ator below hein weg en. Specie desd eats nce
Te ots should allow ec depot of exploes ay ino any financial station in the word,
song with orion of depos im ten usage o ay device.
‘Workers shuld beable change hi dre amber of dependent ax witoling parameter,
nd bereft characteristics vs website at any ne ema aon.
Toespstems mst support conldstedmansgementandceportingofcoportepeyrellpocesing,
pos goverment mandated porting and pame

High Leva Amp, (Hat br rra hon? What doe beet the
as bt cd mo hae prof or dal for Sec els he snp og)

Trea poyllappasone salable ha rppor the count sinwhich our employesac locate
* Me ange cost of 100 per employe pe year acute ou nt.

+ ach employe reports thei pinay ssidence Jus on county for tax reposting purposes

+ Wehave interna estres sabi terse ad d the work signe

High-Level Consta, (Wha actors moy tour alé der? What andre pacts i

he prj het unn ihn?)

* Tie stem mus he able o comply wi all nematioral payroll rules and perform diet
depot globally

+ The sion and the supporting seems mat be able to manta organizacional aration
cuy standards tht ee or exceed nd count standard.

+ Yearend tax reporting must Be completed by the new syste inthe year of he implementan
(ayrl data mus be converted),

Summary milestone schedule: Due nots than October 6 20XX

+ Preapprave ancl roue $1,200000

‘Measurable Prec Objectives (How dos the projet teeth rca stg gas What po
jective support he gal? Th ves ne tbe masala il depend te af pony
The man objective ofthis project sto decrease costs by a eas 40000 anual A second objective,
whichsupportsthe fists increase productivity for new employee and pool rocosa employees
+ Decrease payrolprocesingeonsby ISpecenintwo yess by derung rum cel pocos
+ Decrease the duration othe new worker onboard proces fom anarrage o busine da

119. * our Integration

Projet Apr Requis (What tom ed be apre for th poe, nd no wil have sig
Inc? Wat dinate suc)
‘appro this projctincade:

"cios to percha aplcaon sofa to spor the paysans (WP af Operations)

© Chole of aller aplation package (Disector HR)

+ High eel dsg othe new esters (Director of HR)

2 Global anston plan ac new spam rll (VP of Operations)

veal Projet ks (Oneal ote cts and oportuno he pro)
case ofthe complex of employee ay calculos andthe re nunber of employes, we

may ar ro im employe pay during implementation ofthe new stes. (High imp)
Because of the umber o locale supported and diferin regulations, we may are ers a
government payment and regulary compre during implementation ofthe new stes
{igh ipa)
Beets ofthe volt inthe son application marta we may elect nuns ler
for delivery ofthe payo processing apple (High pac)

Project Et Corin (What ne mast Be mt ht projet manager wile bet coro terminate
Beprctor phase)

PN nen par procsing sem tht mess the project objectives and roulements and
incorporer al key dealer decid herein well be delivered within deed cout and
Badge constraint,

(On io determined that the project objective of ot vin cannotbe mel the projet manager
willeecommend terminan oth proj.

(Os teint another solution wil eier mec the onpiztonl ed be sponsor
‘ould e noted for lasing spor ands busines cae vil be developed forthe new solo,

Project Sponsors Authoring This Project

rad Chauhan Execute Vice President Jesica Bouchard Director of aman Resouces

Develop Project Management Plan _ pasee

Project manager must plan before they act. Let ist lok at what management plans ac, and then move
ont disc the project management pa.

Management Plans | Management plans docimentthe strategy and proc foe managing the project
and the processes related to scope schedule, cs, qual resources, communication, sk pocurement,
and stakchoer management These plans ren esence a et of document with process procedure,
practices, and standards the tam wil follow to ensure consisten reste When creating à management
lan, yoo ask youre, “How wil eine plan, manage (reat), and control scope (or shed, ost,
au et) für he project” How wil losing phases be performed, that par of the vel project”
‘You think ahead, and document how you wil pln and manage for cach management area based on is
parie need This er should cover al aspects ofthe project management procesa Management
Plans re unique to each projec inching the format and level of deta needed at each stage of planing.

you don rate management plas fr your projects this ze ofthe exam may be dic fr you.
Hat considera example of how you would addres cost management. nthe planning portion of ur cost
‘sample thefllowing questions may be addrested: "How wil we make sure all ome ae dented and
‘inated "Who will be involved in etiating costs” "What method of eimating cons wil we ase?”

DON Pacts he 952 BA = Cs con «wacom

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9,112
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120. Integration our

"What historical records prceste and organizational requirements wll need tobe wed orme?" "What
stimating tool and technique wil we employ? "What level of accuracy Is appropiat” "How will
funding and cor constraint be considered when establahing Be budge?” "What dt, metrics and
‘easements do we need or planning cost”

Ale and hybrid evicoments may not have any or ll ofthese plans documented as spurte
deiverbles Homer, ths does not mean the planning ofthese abuts le absent. Rather, hey are
inconportedito other arcs Scope schedule nd risk management plans e often incorporated nthe
product backlog and he ose roadmaps fr example, These deliverable shaw he plan for project work,
India ofrik response decisions and when things re planned for delivery

The xecuting portion of management plan focuses on the process and procedures for doing the
work, Some management aes, such a cost management, worit have separate exeatng processes fr the
project manage Ihe work perfomance ata lated tothe management aes guet as part of Direct
And Manage Project Work and mut till be planned for The exesting component of com management
‘pln answer questions such a What cor data le needed” Who oresponsbe or gatecingit? Where
alle capture tb rw data at il or be used in monitoring andá control

“e monitoring and controling component of a management lan defines the process and
procedues to measue projet progres, compares actua projet results to what was panned, and
‘etemines how to handle variance that require change,

efor you rad father spend some time imaging what management rans for s0pe schedule,
iy erode, communications ak proeurement and stakeholder management might contain. Many
projet managers dont elie how big hir Knowledge gp ls regarding management pans unit Ends
them onthe exam, Don let tishappen to you!

look forward in time and that there ace management plan for ll the projet management
sexs. Tre ate lo the following management Plans

FIG Heceis cto understanding management plas forthe exam Know that management plans
Or TH

+ Change management pln
+» Configuration management
+ Requirements managment plan

When taking the exam asume th project manager has ret each of these management plans. If
à question fers 1 proba on a projet the answer might be for he project manager t Took at he
management plan fo tat ap ofthe project o ee how the plan saya such a probar il be andl
Orwbentheworkcisbeing dane project manager might refer tote cost management lato ee how
rss ao be mestoed and embate,

Project Management Plan? The projet management plan integrates al the individual management
plansintoa cohesive whol cresting centralized document to describe what snvolnedin the project. The
‘reall project management plan ao includes the hans forthe projec. Do you remember the
scan inthe “Proceed Domain chapter about how the eatone in projet planning lead to à
‘ea projet management plan? This means a projet management plane a et of plas and basis,
‘ot just à schedule. The key components of the projet management plan are discussed inthe following
fectlons Remember the age and hybrid ferences we dlscased in the previous section, and think
through how an adaptive approach may tailor any of the following plas and project management
components

Project Life Cele The project if cyte descibesthe phases ofworkona project requied to produce the
elerables (fr example, requirements, design, cod et implement) Project ces range rom plan
vento change driven.

© 20 Peto Io 852 06.485 = oC ca «wan cr

121. Four Integration

evelopment Approach Development approaches to produce the project dslineables range rom pan
Zeven io change dien

Management Reviews Milestones willbe lint the projet management pa, indicating times when
Manet and stakeholders wil compare projet progres to what was planned and identify needed
‘ange ay of he management pans.

‘aloring Think about the science of project management or a moment Would you want to ue cer:
Angine PMBOK Guide tthe same extent on evry projet No! À projectmanager should determine
Ihe enteo wich processes need to be sed, based onthe neds ofthe project. Taloig the proces to
bellowed e put of developing the project management plan

Individual Management Plans Thess ae the management plans fr scope, schedule, cost, qual,
‘ures communications isk procurement, and stabolder (The individual management plan ae
“eased in more detain chapters § rough 13 ofthis book)

Baselines (Performance Measurement Baseline) ‘The project management plan includes sap, sched
tis and ot basales ains which he project manger vil epost project performance. These Lasines
Uc rated doing planning. They area record of wha the projet had panned scheduled, and budgeted
forin tem of cope schedule, and cos performance, and ae used o compar the projects acta perfor
‘mance against planned performance Ihe loin are the elements included in cach baseline
1 Scopebaseline The project scope statement, wrkbrestdown structure (WBS), and WBS dictionary
+ Schale baseline The apreed-upon schedule Inchuing the tart and stop dates for ech activi
ndcheduled mestones
+ Cos baseline The tne phased cos budget (Ihe spending plan indicating how much money is
approved forthe projet and when the funds ae roquied and vol be valable)

Ihe project manager and tum wil wath for deviations from the baseline we the wok being
done Ifa deviation is discover, they wil ases whether adjustments can be made to the project to dea
‘rhe problem. Thee adjustment might volve ubrtinga change requertforcortectve or preventive
Xeon o defect pale

fminoragjustments willnot comet deviation request change the baselines might be necessary
Asıbtanl part of managing project beyond planing is aking ur the baselines are achieve, which
itunes ensure sh sponsor and the orpaizatongetthe complet benefsofthe projectthey chartered
“Therefore sa project manager your ality fo not only plan a projet but also t contol the project and
completas planed very important.

Requested changes to the baselines are craluated and approved inthe Perform Integrated Change
Control process. Busine change are o serious hat the evolution ofthe bseiner hou be documented
to sho when and why changes were made. Busines ae mentioned fequcnly on Ur exam. Mabe sure
You understand the concepts described her, including what the project managers aude should be
‘peng the projets baselines and ny changes to how baselines.

HET ‘Te exam tes you at an expert level, Understand tht deviations fom baselines are often due
HEY to incompleto risk dentition and isk management Therefore dhe exam asks what to do
BEETS nen a project deviates signifiant rom established baselines, the correct anewer ky the

‘one about reviewing the projects ik management proces. Many project managers do not understand
that such an effort shouldbe dane. Doc make senso you now that we've poate out?

Requirements Management Plan Part ofth scope management process (desebedin ih next chapter)
involves dfning and planning fr stakeholders neds, wants, expectations and assemptions to determine
the requirements forth projet The requirements management plan defines how reeiement wl be

© 2020 RU Paar, mc» 65 AGAMRA «ooo eco

122. Integration

fred, analyzed, price, eralutd, and document, aswell a how the requirement willbe man
Spe and controlled throughout the project

Change Management Plan Controlling project tothe aseos ad the est ofthe project management
plan important that he project manager cds to thinkinadvance bout where here might be changes
nd wat odo to limit the neatv fet of changes. Are you the focused on change management on
ou projets? Yon need o plan the project ina way that minimizes the ned for changes and prevents
Unnecessary changes. You sso need to proactively look for needed changes thereby slvng problems
before they ane major negative impact a the projec: Because making changes is much mor cos han
inchuing he work eo the begining, changes shold not be undertaken igh

"Thechange management plan desribeshow changer willbe managed andcontelledandmayinlad:

An outine how change willbe managed and controled
Change control procedures (how and who)

Approval eee for authoriing changes

“The creation ofa change contro board (described tin his chapter) to approve changes, as wll as
therole and responsible of those on the board

‘Who should atend meetings regarding changes

The onganiationl tools ous to track and contol changes

Information on reporting outcome of change requests,

‘The emergency change procest

[Note that a change management plan wil en have a separate proces for adéreming each ofthe
nome aren taking into account the projet spec needs within ech res,

Configuration Management Plan tis essential to har plan for making sue everyone knows what er
sion ofthe projet management plan component re he et version. The configuration management
an deine: the naming conventions, version contol stem, and document storage and retira ste,
Tr deals how you will manage changes to the documentation, including which organizainal wos you
‘wile inthis efor

‘Configuration Management System Like the change control system, tb configuration management
system part ofthe project management information system (PMS). contains the organization sta
Ahdiedcondigration management cs, processes and procedures that are sed otek and contol the
evolution ofthe projet documentation,

“The project management information system (PAS) includes standardized forms reports,
process, procedures, and software for storage and eleva of projet arta Iti part ofan
«pane enterprise environmental tre ands here where you wil store al projet
isclding the change control and coaBgorsion management systems o tick and control

projet changes and artic versioning.

Putting the Project Management Plan Together The projst management pln, including the
individual management plans and the scope, schedule, and cost basins, is ceated by completing the
‘tvs described in the Planing coloma of Ris Process Chart” (discussed in chape 3). Once the
ject management plans complete, he sponsor okey akeholders review and approvelt.The Develop
Projet Management Pl process must esla projet management lan hts bol nt approved,
reais and formal In other words the projet management plan needs tobe greet by thor wol.
inde prof nccdst be formally approved everyone needs to ele the project can bedane according
tothe plan adit needs to remain a formal artifact that revised and wed throughout te project his
Sine congept to you, make sur you sped time thinking about how to accomplish isin thera world.

DON Akan ne" #8529 «Herne can + men com

123. Four Integration

Lets see how everything connect oar looking figure 42.

‘Aneed is identified: "What do | want?"

mu ee L EE ee dus

| REN E
ae, Een

ornato I bouge no, apre, east,
= natn

PURE 4.2 Pj nity ond pling

‘Once the project management pln bas been completed the project manager set sa tool eel
manage the project on a daly bass It snot just a document created forthe sponsor and other ley
Sakeholders Although it may eine over the Ife of the project through progres elaboration or
{proved changes, the projet management plan e designed o be as complete a possble when project
cating begins

42Exercise ‘tex youreltnyour Exercise Notebook mae ist ofthe specicactionsrequlted
Lo este project management lan Unt s bought iat, approve, realistic and forma

[Answer Some ofthe possible answers to this exerci incl:
«Select the esti yee and development approuch othe project,
+ Agree on processes to repart, contol incorporate changes and communicate change.
+ Anaiae the stakeholder’ need, wants, expectations, and esumptions

+ Capture the project requirements as completly possible
‘Work wth eam members to estimate project.

Give team members chance to approve the final ehedle that converts the eam at
mat ints cdi schedule

Get resource managers to approve the schedule and confrm when thee resources will
beuscl

Workthroughtertons ofthe plan (or example update the wack break structure fer
yo ml ik naga).

Crete the necessary supporting project documents (for example the sakcholer register,
Apply ik reserves to the project schedle and budget.

Lat the sponsor know if any ofthe projec requirements hat were olin in the project,
shares cannot be met

© 2120 CRs "+92 54648 emo mor

124. Integration

+ reform schedule compreion (crt fat rack change scope or quality et), and present
options othe sponsor.

+ Lock for impacts on your project fom the rots.

+ Make sure the approach and processes ae consistent with the PMO and/or program
‘management plan ithe project past of progra

Ly vincidod most ofthe answers from the previous, you arin god shape. But why iit
so important to have project management plan thats reali and that everyone believes can be
Gone? Because whl the work isbeing doe, you wil ced 0 measure progres agit the project.
management planto see how the projet ging, The nd dat, end cos and othe constraints in
thepojectmustbe met Thee are no xcuss You othe project management plan (including
‘he cope schedule and cost baselines) as a measurement tol o make sure the Projet deves
within thee constant

‘owen you thik ofthe project management plan, think fal he latins, meetings sign of
interactions wth eer projet const rsoation negations, schedule compresons ete. hat willbe
‘ured to rige plan tothe pint ofbeingought into approved, eli and formal Expect questions
Sethe exam about howto use yours develop the project management pla, elas how e maes
A erence as you manage work on the project and solve changes hat occur

Project Documents The PMBOK: Guide se the term project documents to refer to any projet
related document that are ot par ofthe project management plan. They include the assumption and
Ese logs cos and duration eats Luna learned epter, project schedule and resource calendar,
quay reports, rource sequirements along with requirements documentation, and other such
documentation (ce age 89 in the PMBOK* Guide or longer ist ofesampls). While he sponsor and/
key told vise and approve th project management plan, most project documents (exclading
Some documents such asthe charter, agreement, contacts and statement of woe) ae created by the
project manager nd typically do ot requlespontorspprvak

Due the erative nature of planning nd the nature fthe work throughout the est of the rec,
project documents mus be updated frequent, Thoughts book wl not cover thee updates san output
Fey proces know forthe exam that project documents updates ae an output of many projet
manage activi

Project Management Plan Approval Since the project management plan i formal document
typical requires formal approval by management, the sponsor, the projet team, and other key sake
Res Foral approval means ig (grues). Ihe projec manager has denied laos
Andtheiregirements nd objectives Included the appropriate projet and product scope nthe pln and
dll with config prionie in advance, geting he project management plan approved should Be rea
Kay amigo

Kickoff Meeting Before the Deslp Project Management Plan proces an be completed and project
cat can bein, a kickoff esting ould be held This ia meting of he key paris led nthe
projet fo announce the star ofthe projet to ensure everyone Is familiar wit sets —incuding
baies and roles and esponsibiies-and to ensure à commitment othe projec rom everyone. In
Kio to intoducng those involved in the project, the meeting may review such imss milestones,
‘isk the communications management plan andthe meeting schedule

125. ro u.» Integration

Direct and Manage Project Work _ ace oo

shisproces represents the integration ape of project execting—the pat ofthe project where the work
‘ame to build the product of the pret In Diet and Manage Project Work, the project manager
gate al te excating work into one coordinated fort to accomplish the project management plan
nd odoce the deliverables, In addition, Direct and Manage Project Work involves gathering work
Se drmance aa, cresting and wing the Issue lg, requesting changes, and completing the wrkresling
Kom approved change requests

These asks innove managing he work and keeping people engaged: lite, about beng of
ecco the teat hol them gt he work completed, esurngacomnen understanding othe project
‘Shing tkcholders nd keeping everyone informed y documenting and facitating ieee relation. The
Projet manage alo facilitates mesings and technical discussions, ures the work authoriation system
[farofthe MIS) o kee the eam and fonctional manages informed of pcoming workasignmentsand
ones help remove roadblocks, works on proces improvement and informs other departments
Yin he onniaion how he projet may alec thelr work.

Integration management requires project manager to kee all knowlege ares and constraint in
rind tal ines and t proper ook athow ee ing 0 one knowledge area fc other knowledge
‘es (example hoe cope management nes cn ac quality and source management.

FETE. you have never sed a work authovzton stem, imagine lange construction projec with
BER andreas ofpeople working on the project. Can youkave a plumber and an electrica show up
|

toworkin one small area atthe ame ine? No Remember that projects planned tothe evel

deal needed foc that projec. To and thee types of vations a work aathoriation pte pat in
cet make sure work ony stato when foal sutbornation given. In many cae, is oles
span vide sytem and not eeted jar forthe project. The term could appear in a question onthe
‘cram orbeincaded at an answer boi.

Depending on the ned of the project and its development approach, dhe se of meetings a ol
can ange from informal stand ap sesion structed meelings witha agenda hat focuses ona specie
Aspect ofthe project. Other metngs may include project updates, lessons learoed, upcoming project
ets, and Fak management os change conto

The Dire and Manage Project Work proces can be illustrated as shown nite 43. ‘The primary
temes of this proces nlode completed deliverable slong with any new work performance dat and
‘hang requests Other output are updates o oraniainal proces atts and project arc

62000 MC setos me + 952546. emo «wane

126. Integration sous

438

Project Work

PGURE 43. Dira ond Manage Pet Wark rcs

exercise at re some ofthe mos ily projet aras tobe updated as an outcome of

the Dret and Manage Project Work process Wit the amer your Erie Notebook.

[Answer Project att at may be updated ara part ofthis process include he flowing:

E

Projet management pan
Regpirements documentation

Act

Assumption and isulogs

‘Lessons eired sakeolde and regis

Keepin mind as you rad theres ofthis book, hat for every proces there ar project artifacts
{hata likely 0 be updated Be sur you know al the opus for each project management
process as yo ly get several questions on the exam that test your knowledge and

‘understanding of these artifact updates.

Manage Project Knowledge mess

Apra

loss oratlnstshouklt —eritinavacım. Thinkoftbe remendousamaunt of knowledge

Teed to propery plan and execute projec, Projet managers cn benefit from the knowledge base the
nation has acumulated overtime, particularly fom the experiences and discoveries of others on

past sil

ar projects The Manage Project Knowledge proces requires each project to actively cont

{othr knowledge bse his incoder hing new processes successes ete neal within the projet,

go sla
Danse
ra

112

making at knowledge acesble voughout the entire organization,

© 20 naar.” + 62.68 + nme

127. Integration

Information and Knowledge Management Succsía and consistent knowledge and information
‘Morag contributes to a more productive work environment and increases the ablty Of project teams to
‘Neve projectand organizational objectives Soccesfukuowledgemenagementregires anorgenirtiona,

ace of rt in which the project manager and staksholdrs exchange knowledge without far of

fadgment. The project manager needs o foster an envionment that wal support collaboration and

[ica sharing. As an example, discusion forums and other interactive online tools may help to
frat tis type of environment Kali important to ote that new knowledge to be are maynvahe
Esperences tht did not work out a planned. The project manager can lean from each undentiicd
eher, eich mised tiger and each unreal schedule. Sharing such information and possibly
«sing another peojct or person (rm similar ee invaluable This philosophy has evolved in.
‘don project management wood and wa built no ape projet management fom the beginning,

Knowledge management also includes two ditt types of kaowledge—explict and tac. Explicit
nome based and cn be xs communiated through words and symbols Traditional lessons
Reed, processes and procedures, and other information repostoris fll under this knowledge type
ee perd and shaved ea ie projects coping end conekdated esp of project doing split.
knonledg, however may need esplnation or context to provide als

Tact knowledge, on the other hand, may provide context or explanation to explicit knowledge. e
“acude rotons experience and ality, which ae diel to communicate in word and symbols bt
ln beleuned rough job shadowing o apprenticeship.

On the exam, you may encoubtrstuaonal questions at test your understanding of sharing
Inowledgesndinfonmation, You may be skedhow to establish an envionment that encourage the projet
team fo sare tact and expli Knowledge. Or you may be akad howe à project manager would make
adjustments to an environment tat ie functioning as intended. Answers might include such action at
holding rtospectv sessions and engaging in interactive communication wth individual sachen.

Yon should lobe aaa gland regulator requirements and constraints suchasaendilosue
Agreement may mit or Impact the gthein and shaing of partis information. For example, on à
oj involring development of Ein sows, he tar may have aces to personal and nancial
formation ofeustomers ofthe bank for which the software big developed. Theis an obvoas example
information that tem members would not be permite to share, her than in he context ofthe
projet work

‘The Knowledge Management Process 1 important to consider project aries such a the
Project management plan and project documents (lke the lessons Ieuned register and project team
assgament, or example), along with deliverables a inputs fo the Manage Project Knowledge proces.
Tecimiqas for lamin ad sharing knowledge may incide workshop, ing and observation. Spy
csi “Walken through ow you woud do this tk can encourage understanding, Informa sharing
cc through the application of interpersonal and team ail, inclodng atv listening nd networking
Theagleconcet ouate communication desrbesthe phenomena (communication and knowledge
sharing being late and enhanced simpy by tum members being in proximity to one another,

‘ou wl ee the topic of sens lured mentioned often throughout hs back, both a an input to
and an output of many processes. A an np, they help improve the current project. Asan output, they
lp make the organization beter. They ae defined as what was done ight, what vas done wrong, and
at would be dane ferent if the project could be redone” Accurately and thoroughly documenting
‘esos leamed ira profesional respons, and the lessons learned eter ithe mai output of he
proces Lesonleumed shoul an overview ofeach situation whats dono the impacto atone
take and the resting updates to project art. You shoud also be aware hat your organization may
hve template to be sed for essoned leaned. Be suet determine howto develop your lessons ened
per erly on in your projet.

Inte ist chapter ofthis book, we described lessons eamed unde "General PML-sms” Lessons
learned ae an essential aset to managing project, 2 they are taken into account as wll as created
throughout project.

‘Oceanic rnin" EMA» bem « min

128. Integration own

To make lessons earned valables pos sectores to ensure hat al ae aptred Some
categories hat should be captared ar:

+ Technical aspects ofthe project What was ght and wrong about how we completed the work?
What did we ar Gat wl be uch inte rar? (Examples include aceptable metrics and var
nce levels new processes improve or vised processes or parta resul andthe effectiveness
SS parcabr acceptance reia)

Project management How did we do with WBS creation, planning; te What dd we earn hat
willbe ef nthe fare? (Examples inch recommendations for tasca project esas to
the business and operation teams recommended changes t the organization’ procurement ro
«ess and experiences woking with particular)

Management Lessons rom communications and leadership a a projet manage. What did we
Fear hat willbe sea the future? (amples inch th real of stakeholder als and stake:
bolder engagement effort)

E Many project managers d not understand he role o stone learned on projects. Figure 44

>

N I, ala
I ee

me
Ome
corey

FIRE 44 Lomme on pret

Monitor and Control Project Work _ page 105

Th Monitor an Cont Pj Wor proses done fam projet trough cg andre
‘B00 ot» ning nia o e pjs nd comparing heal an frees performance what
Mat ne Ts pce ler ageing the work prbrmance infomation rom te project
Gern management proces eating monton coso crate and ses how tend
rn Tole ia pa ios For campo cope maybe comple equal mero
Teepe sel might eme at at ec cs hs pocos alo ner morgen

” Ferme queens hat me cada du peje managemen a
“hs wodkencunges hob ew of pet performance death projet manger ak
E app sep prin nd Ihe gen acon Moor and Cn Pese
‘Won ao inde activi sch sami and tc , prming quality contol ees
Ses pale tomes as the projet sing stas nie (nding seas co
iat tint toot cre td vts an) and evening changes and mire

tions made on the project tose they were fet

Ifthe exam tals about monitoring and controlling project work may not be efersngto the
PERE ene monitoring and conroling proces group. Instead, it maybe referia to the specie
AUS intron management proces: Monitor and Control Project Work, Remember ut
‘monitoring and controlling means measuring as the project management plan

(0 20 Pt he” #8525 DA» WCCO econ

129. Integration

Many project managers do not control he projects tothe project management plan the exam asks
hat you shold do if work activi on the project takes longer than estimated, the answer st request
trete ation (Beeusedaer in hie ection) to makeup fo the delay Sach action Keeps the prjecton
Stes o sebdule and allows the project manager o fe comfortable thatthe scope wal e completed
secordng to the budget and schedule agreed

This effort may esltin change requests, work performance reports and updates to projet aci
echange request rom thie and ater proceses af rue and approved, ejected ordered inthe
perform Integrated Change Control proces, described tern this chapter

he following sections highlight ome important concept related to the Monitor and Control Project
Workproeest.

ange Requests Change requests can have diri focuses, depending on which proces hey ae
crate in, Changes may involve atone tothe projec requested bythe customer changes tothe plan
tte team blleves would make their work more filet, or even changes to the polices and proce
tre sed on be project Needed changes are idetied as you manage te crecation othe projet andas
put of monitoring and control when you mesure project performance against he basin. Sc the
‘eso integrated Change Control seca for more about changes.

(Change requests are generated fom many processes. The three mal categories into which the ll
are samen ston, preventive ction and defc mapa. Noe thst corrective and preventive actions
‘ould tke place wii the exiting project busines should not change and should be reviewed and
approved ejected, or deere sar fe erfor Integrated Change Canta proces as outlined nthe
‘Binge management plan.

Corrective Action A corrective ation is ay ation taken to being expected tue project performance
inline wit the project management pla. Since corrective ations del wit actua deviations, you need à
‘slit performance measurement baseline and/or projet management plan, including aceptable an
{nes to determine when à valance has occured ad when conceive action i needed ose wo bare
Secos problem with sin the real wo ave problems on the num What do you do oa your projects?
Do you hive predetermined areas to measure, nd have you identid an aceptbl ange in which the
measurement can fal (control limits) to determine fa projects on schedule and on budget?

You cannot simply Jump in and start implementing corrective actions Instead, you ned ts

ae relic project management plato measre against

“Cut ets daring project planing ha cover lepers ofthe projet.

Conscious focus on Kenting aes that need correct ation

Look or problems using aberration, activ listening and measurement ater than wating them

tobe brought to your attention

now when the projects ff ack and requires correcte action
Fad he oot nues of varices.

Measure project performance aera coretie action simplemente to alt the efetveness of
‘he come action.

Determine whether there ca neto recommend farther cocrcie ation.

Continue to measure throughout the projec.

(62120 AME kates Fe" + 852046 rin = maca

130. Integration «oun

Te 012,16,
"

PERE being don is spat measuring performance and implementing corrective actions a needed
BEE you can expect questions about this on the exam. Do not expe al these questions to use the
‘words “corrective action” however Some questions may jus deste situation and ak you, “Whats
the best thing to do?" To answer those types of questions ou need to know when o lock for

| FIR As you can sc, signant portion ofthe project manager time while the projet work is

Proventve Action While taking corrective action imulves dealing with stu devions from the
performance measurement busine ar other merc, aking preventive action means dealing with antic
ped or posible deviations rom the baseline and ober meti. Knowing when prevent action i
feted requires more experience than calclton because you ar calatin trends in the messorement
ais ad amicipaing ha, they continu, they could lead to devtion om the baseline or other
mets. Bramles of preventive action include

+ Adjustingthe projet to prevent the sumo problem fom occuring again teria the project.

+ Changinga resource because the resource’ st activity ea fa to mets acceptance tera

+ Arranging for ter members to take traning in certain area because ler is no one with he

écart back pa team member who may unexpectedly get sich

Proposed changes that would aft the basins, policies or procedures, charter, contacts, or
statements of work woud hae to goto the change control board or sponsor (or approval as uted
inte change management plan

Detect Resi” Defect pairs anther way of ying rework” Defect rpaemoy be requested when a
component ofthe projet docs not mectspecliations As with corrective and preventive action, any
‘ele rps should be reviewed and approved o rejected a par ofDerfrm Integrated Change Control

Perform Integrated Change Control _ race 113

In the previous section we introduced the three main categories of changes requested on a projec. A
‘hangereqocts ar evalated andaceptd jected or define Derorm Integrated Change Control
roces Ake focus of negated change control xo lookat the impacto ch change om lle project
‘Sonsini the vale of which toredace the potential sk of ot filling project objectives For example,
«ny scope change neds tobe assesed for tsimpacton quai schedule cot resources and customer
lc.

Integrated change contol lo ensures that as changes ae accepted updates andre planing fort
are completed, and projec arcs are updated 1 make sure the project tam i ways working with
comeatprojes arcs The approved changes ae then implemented in Diet and Manage Project Work,
Conte Quality and Control Pocurementa

Sa do you need ogo through Perform Integrated Change Control to make changes t process or
plans hathave!t ben inalzed? No! When developing the projet charte projet management pla, and
Ensen, changes can be made without a formal change request. But afer the charter or the project,
‘management pla have been approved requested changes nee to be evaluated in he comes ofintegrated
‘ange contra

168 Read exam questions cael tounderstandwhethera requested change peras to something

thats stil he process of being inaied or has already been fazed. This wil help you
‘stein wheter integrated change controls required

22020 aan » 85.464404» ene em com

131. Integration

Integrated change contra canbe a dificltopic on the exam fr people who donot work on projects

chat have formal change procedures anale be due or project managers who simply estimate the

(ost and/or schedule impact of change and stop her, rather than ooking othe impact fa change on

A or parts othe projet You can check your understanding ofthis tape with the long example
A stakholder wants to add cope o the poe. You site tha the change wll ad o met the
projet duration What do you do nest

Do not simply read on! Ty to answer the question. Understanding the Perform integrated Change
Control procs very importas So mar our answer? Lilo for ways to save time othe change
anbeacomaodated? Or shoul you get the change approved? How about asking oran extension of ie
toaceommodate the change?

None ofthe previous chics are corset Instead the nest thing to do would be to ac how the
proposed change impacts project cos, qual, sis, resources, and posibly customer ston,
Whenever the exam mentions change, keep in mind that change to one ofthe projet constants
"hould be evaluated for impacts onal the oer constrains,

‘Are changes bad? La pln-driven projectmanagementandinsomeindutiesthsmaybe a controversial
question. Changes can have negative ett as they may be expensive or dpt the project. The cot of
ange tendu to increase a the project progresse, Ihe function ofeach process within motoring and
Gaming so contol changes In an agile or change-dcvea) envionment, howere accommodating
‘nny changes issued tobe a ongoing pt ofthe project management process. Ihe dein of cape
is emergent hor than defined atte boning ofthe projet. Bat even in change driven environment
‘ange needs tobe carl planned and manage

A project manager should work to prevent the root cass of unnecessary changes, The need for
changes in à planen environment may inate that the project manager did not fll identify
Suaksholdes and uncover thelr requirements, pla for sk, ce propedy complete other project
management actions

To control changes on a plan driven project the project manage should

+ Werk to obtain complete and thoroughreguiremens a oon a possible

+ Spend enough time on ik management to comprehensively identi the projec ike

+ Estaba schedule and cost reserves (se the "Risk" chapter)

+ Have a proces in plac to manage change.
+ Follow the change mangement process,
* Have process and templates in place fr creating change request
ave lea role and responses for approving change
Allow only approved changes to be erecuted.
Reevaluate the busines caein the projet charter ifthe number of hangs becomes excessive
Conde teinatng a projet that has exeste changes and sting a new project with a more
complete set of requirements

Changes can be grouped into two brad categories thor that ft the baselines, polices and
Procedures charter, or contract, o statements of work, and those tat donot, Ia change does not fect
Shee are, a company change management policies may allow the projet manager to approve the
‘change If onthe other hand, the change dos afec those key elements the change ypicall needs ogo
10 change contol bard and/or sponsor ora decision

tits o" + 5.94 A ford xs wc

132. Integration ro un

(Change Control Board (CCB) Depending on the project manage level fatboy tere might
reto facilite eins abot certain changes ater an actly ma the decisions Many pojectshave
formal eased change contol boards responsible fr reviewing change requests accordance with
the change management plan forthe projec. The CCB then approve defers o rejects the changes. The
tous ih decos ar documen in the projets changelog he board may inca the projet
manages the customer experts the sponsor fanctiona manager, and ther or the exam asume that
pic have change contol onde ith he possible option of change den poet

‘Summary Process for Making Changes The exam bas many ststionl questions that dal with
Ro to make changes, Here are wo example

(Question functional manager wants to make change tothe projet What the fast thing
project manager should do?
uation Someone wants to make a change 1 the project scope, Whats the Best thing todo

HET The answers ar the sume in cier case. A trick for answering questions tht ak about the
PERE process for making changes to know that on à High level asi, the projet manager should
BASS flow these steps
value the impact Erate (ses) the pacto the change om ll aspects oí the project
(Gorerample ths change wll ad three weeks tothe project length require 520.00 additional
faring and have o efect on resources)
Adentf options This can include cuting other activites, compressing the schedule by
«sing or fst tracking. or looking st other options. For example, you maybe abl to decrease
thepotetial eect ofthe change on the project by spending more teme decreasing project ik,
‘or by adding another resource t the projet eam,
Get the change request approved internal

Got customer buyin (required)

Note inthe previous step that changes ar always evaluated before anyother ation stake. in most
cases, eatin involves sing dats analysts techies to determino the impact ofthe change onl the
projec constan

‘Nest options o handle the change such as ers fst tracking, estimating and using "what if”
analyiareconsderedandevalsted. (See the Schedule chapterforadscusion oferashing st racking,
andreestimating)

‘Do you remember the following question fom euler inthe chapter an example ofthe type of
question ou may se on the exam

A stakeholder ant oad copete project ou estimate tat he change il ad wo et the

res dation What de you do et

[Notice how the following sion is dient

‘A changein ape has ben determine t hare oft on th project contra What thes hing

Be crf when reading these questions Expect he right answer o depend on ther details inthe
question. Sometimes evalaton has been done, so the es thing o so look fr options Sometimes
tralaton and looking fr options have been done, and he best ing to dos to meet with he sponsor or
ange contol board

20 FNC Pas He «252.846 404 OMS = sec

133. roux Integration

In the second question, evaluation (sep 1 m the previous Tick ofthe Trade) has been done. The
answer would eto look for options step 2inthe Tek ofthe Trade) and then net wih the sponsor ot
ange contol board (ep in the Teck ofthe Trade) to discuss he change and lack of impact onthe
Soja constante Aer tforing he sponsor or change cono board te projet manager may infor
Wise sing the proces defined in oommuneaion management plan (sep inte Tick ofthe
Trad),

FEE Detaled Pocas fr mating Changes wt ou now he ige procs et
OF
hi

Tockat a more detailed procesa fr making changes:

1. Prevent he root anse of changes The project manager should not just focus on managing
changes they shoud prose eliminate th need for changes
entity the need fra change Changes cn come from the projet manager, a a et of
A mexsulag aint the performance measurement baling or from the sponsr, ho ten,
management, the customer, or other stakeholders. The project manager shouldbe actively
Tooking fr changes from al thee sources ecıne covering change cry vil decease the
impactofibe change.
Evaluate the impact ofthe change within the knowledge ares ti scope change how il
it alec the rest ofthe scape ofthe projec? IF irs chee change, how lt fect the rest
ofthe schedule forthe project
Crete a change request Changes can be made othe product scope, any part ofthe project
management plan, contacts charter statements of wor, policies nd procedures or even be
performance measurement bassline The proces of making change should follow the change
Feet plan
Perform integrated change control How wil the change act all the other project

2. Assess the change Docs the chang fl within the projet carter Ina, hou note
a change to your project may be an entiely diferent project the change not bene
‘leo te project should not be approved Als ote thst any change fr which reserve
Jas ben rested (a prend denied al event) would be accounted fr inthe project,
management plan as ar ofa managernnt efforts and shouldbe handed a arto the

nplement Risk Responses procs ater han Perform Integrated Change Control, The
techniques of alternative and cosebenet ans ae elf in understanding the Fal
impact fa change request

enti options Actions to deca thet or increase opportuni inchde compres
ing he schedule through cashing ot tacking changing how he work is perormed;
adjusting qual, or cing scope so thatthe effect ol he change wil be mized.
Sometimes lt may be necessary to acep the negative consequences ofa change ifthe
postive impact that would rer rom the change i more valable othe project. Iti
‘ater of alansing projet constant For example the benefits fading new scope tO
‘he project may outweigh the negative impact of justin the schedule to accommodate
he addon ie the change wold require (Sethe Schedule” chape fora discusion
ofthe criti path)
Get the change approved rejected, or defected Again, the project manager maybe able
‘prove many changes, But those that afec the project management Plan, aseine,
hate, et, would ely nod to go toa change control bound and/or the sponsor
Decision making techniques help inthis effort. The approved changes are then imple
rented in the Direct and Manage Project Work, Control Quality, and Control
Procurement processes

tes ns” +952 0484 «orc

134. Integration

Update the status ofthe change inthe change log This helps everyone know the tats
ofp change fachangelsnot approved therensonsitwarrjectedshouldbe documented
Adjust the project management plan, project documents, and bascines as neces:
sary Some approved changer need to be incorporated into the projec baselines The
hangs could fc other parts ofthe project management plan ar project documents or
ould ses the way the projet manage will manags the projet Project documentation.
Imus be updated to let he changes, Tis means planning mus be done to incorpo
fate the impact ofthe change into the new version ofthe documents and pla before the
Fes starts executing the change. For examples there is a chango in cope, the scope
asc (the WBS, WBS dictionary and projec scope statement) the project manage
ment plan, andthe requirements tesi matric shouldbe updated chat change la
‘Rope fects other reso he project, he associated documentation (suds the cti
Ts, resource management plan and other resource documentation, schedule, budget, or
iria) ale needs be update,

Manage takcholder expectations by communicating the change to stakcholders affected

by the change How often do you remember odo ths? You could hi ot, ln part, as

configuration management (version control co make sue everyone is working of the same
project documentation).

Manage the project the revised project management plan and project documents

Agile Change Management in age and hybrid environments, dhe change contol proces is
seeamlinedas there cold be a dozen changes o evaluate nd make decicion about every dy Waking for
formal change contolboard o meet discuss nd decide on cach change would kl introduce too many.
‘ay Ive gland ibid proaches delegate much ofthe decision ming author tthe pr
‘wer, Changes tht would not sigan alter he outcome oe benefits othe projet wil be authorized
he product owner This way the projet eam i not dlayed waling fr the change control

Note that there are some additonal guidelines in relation to aie change management. For camp,
the product owners ply given description of busines benefits o deter within aim budget and
timeline Changes tha would Impact he intended benefits e quie more ime or budget than tolerances
Low sil ned to be esclted ouside the projet to a steering commie or sponsors fr approval
Howeve everyday decisions and minor changes that come with balding something new or complex ae
‘managed witha the team,

44 Exercise Tet your In your Exercise Notebook Ist some common changes on projects
and hat you would do o manage ech change

Answer Because of the wide vncy of potable changes tht may occur Uroughout the eof
jet hi exereie ony inches one ane, uti wil ep you prepare for questions elated to
‘hangs onthe exam,

‘omen Change How o Handi t

Customer wants to add scope Make sre you know what the spec scope sand why ts
necessary. Make sur le data required in he change request
A lot, Asset he chang, including wheter reserves were
“located on the projecto accommodate the adi ofthe
‘cope: Evaeate the Imp of he change Look or options.
aye the change reviewed by the change control Board i

O ater ne S50. 484 «HOMO ml con

135. Four Integration

Close Project or Phase _ rase 121

‘ou need to understand hat the Close Project or Phase proceso known as Plan and Manage Projet
Phase Clonee or Transition) Anal all activites cross task and process o formally lose te projet,
inser transition. Plan rive projects generally have tanstons Between pases and then transtiont
Fe cad, while change drive projects at organized around more frequent occuring eration eyes
‘Neowding ts product eae pla cbr cas, mar activites need to be compet lose peoject
cits pls or tions bare been complete

FEE yous pect real done when the technical works done? Noti os dot lose cout! The
| BB ne on loto aa ee

E management pln. For example inancal and procurement dose should be completed nd
yous ensure fia confio work done and that requirements ar ali. Then the products
andes ff to dhe customer and customer feedback solicited. Appropriate indexing and archiving of
records cur inching lessons learned

There are many input this process sucha allthe accumulated work performance dt information
and report, communications, and updates that have been crested daring the project, inchding the
lang
he chartertn confem that ext reia wasmet
he business ase—to validate hat wa ed
The benefits management panto evaluate and report on benefits delivery
The project management plan—to confirm ta all planned work was completed within baselines
vi opproved changes
Delversbles—to compet the nal rie for acceptance and transition to ongoing business
The lessons lured reiter—to archive lesions arme in the lessons learned repository
The sk regte and the rk report, with nal data on which risks occured and how the strategies
worked—to confi that al sk were managed acces
‘Te change lost evaluate the number of changes and the impact ofthese changes on the project
Agreement and procurement documentation io confirm ha all contract ar closed

The project manage will work with subject mater expert to analyze the at, including alt projet
aries, and completo de Bal work close the project. Regression anal vil be done to examine the
project variables auch asthe schedule, budge and sks that occurred and how they impacted the
Project and ts outcomes The projet manage wil lock a planned versus actual projet rl deny
‘aruncesto the plan along with theiimpacts, and idetyadatonalesons lene hat an be shared or
‘edi the xganiaton
A project manager mus ge formal acceptance ofthe project and it deliverables, ie a ral report
tha shows the project hat been success fue the inal lessons learned, and index and archive all he
Project records Do you understand the importance ofthe ans in the closing proces group? Make sre
You ae familia with the concepts and actions ltd hee, and ou do not curently do thes things on
You projects imagine completi these activities in the eal worl Forte ram, best remember hat
Jen alway close out à projet, no mater Ihe cumstances under which i tps ls teminated, or
compl!
There ae inca egal and administrative efforts involved in losing Letslook aguina the activites
cite with dosing,
* Contra works done to requirements
* Complete hal procaremen coeur
* Gain ia acceptance ofthe product,

© MOM: attire 528 Grace wre mee

mer

136. Integration

+ Hind of completed prod
+ Soli customers cock about the project.
+ Complete fal pecformance reporting

Sacher hnallesons learned and update knowiedgs base

Note thatthe Close Project or Phase process innove geting the ial formal acceptance ofthe
projet or phate aa whole rom the customer, wheres the Valdate Scope proces in scope management,
(monitoring and controlling proces) iva geting formal acceptance from the customer fr Interim
deliverables. The project needs bth processes,

Docs it make sense to you that the Close Projector Phase proces isa integration management
anton? Inet, eink of the example of nal performance reporting Can you see how yu would have to
report on ll management ares? How about the example of indexing and achving project records? You
‘eed to do so fr records fom llth aes of project mangement cha scope, hed and cost

Take some time to think about project closing and how i applies to proper project management
before you tke the xa,

137. Integration

practice Exam

1. Youre planing communications ona new service development projet. Your stakeholder sts large,
but nt try completed. Not al takeholder will understand the need for deveopig an ac
communication ln nd yo already have good reli with most stakeholders on tis projet
Whats one ofthe major diving free for communication on 3 poe?

eg
D. Diféretation

‘he cstomerha acepte the completed project cop, However the ssonslearedrequrdby the
project management ice have ot been completed. What he stata ofthe projec?

A. The project incomplet because nds to be replanne

B. The proet is incomplete un al pojec and produc dsiversbes are complete and accepted
©. Tte prets complete because he customer has accepted the delrenblen

D The projets complete because it has reached due date

‘Your wel planned projet e Iiklyto encounter a numberof change requests and approved changes
during tif cycle In the change management plan, you hae outlined the processes cat you and
‘thes wil ae to understand the pacts of changes, Gating taheholer acsptnco af the decisions
{lated to change on ths project era a led pre could impact shareholder valve andthe
‘arming projections forthe organization, Your anton bet focused on which ofthe flowing
‘raring change on your projet?

À. Making changes

Ty Tracking and recording changes

€. ming anfang

The customer ona projec els the projectmanager they ave run out of money to pay forthe project
‘Wht shoul the pros manager do fest

A. Shift more athe woo tri the schedule to allow time forte customer to get the ends
B. Close Project or Phase,

€ Stop work

D. Release pr ofthe project team

Ale fig are parts fan fet change management pln except
1. Standande for eeposts
© Meetings

D. Lessons learned

Aworksuthorzation system can be wed:

rage who does each activity.
Manage when and in what sequence works done
€. Manage when cach activity is dane

D. Manage who dos each sc and when tis done.

OOO Plica e 52.048 44 mm ms com

138. Integration

‘Which ofthe folowing would be most important o include in charter or an agile project?
‘A. ‘The roles and responsbiies ofthe team members aged tothe project
Authorisation fo the product oer to prion stare to maximize ale

©. The approvals required fr specie product development milestones

D. Thegreasigned resources aile othe project.

A rojcticplgued by requested changes othe projec harter Who has the primary responsbiliy
to decide thee changes are necessary?

A. The projet manager

3. The project team

©. Thespoasoe

D. Thestikeholders

fective projec integration sal equres an emphasis on
A. The carer ofthe team member

B. Time updates tothe project management plan

©. Electo communication a hey inter ponts

D. Product conta

‘The project manager many responsible ince bring of service tothe team, negating ne team
member asthe project progress and ensirng thatthe projec ett objectives within scope,
tine, budge and othe constants Which ofthe following bet describes the project manager role
sean integrator?

‘A. Help ea member become fair withthe projet

3. Putalthe pieces of project it cobesive whale

©. Pall th pice of roetin a progam.

D. Getall team members together into cohesive whole

Approved comectiv actions ae an np to which ofthe flowing process?
A. Validate Scope

5. Direct and Manage Project Work

©. Develop Profe Charter

D. Develop Schedse

A various plate during project execution the prose manage review the project charter Which of
the oowing est describes what project charter may bused or when the works being completed?
A. Tomake sor al he team members ae remade
B. Tobi determine fs scope change shouldbe approved
To assess the eflecvenes of he change contol tem
D. Te make sure tal the documentation on the project completed

Which f the following bes describe project management plan?
A. Apriatout from project management software

B Absrchart

©. Scope rc resource and other management plans

D. The project scope

O 2020 Ft tn + 9522454404 «nom om ee am

139. Integration

14. A pevect management plan shou berealsticin order tobe used to manage the project Which ofthe
folowing the best method to achieve adic project management pan?
A. Tse sponsor cats the project management plan based on input rom the project manage:
The funcional manager retos the project management plan based on Input fm the
©. The project manager rates the projet management plan based on input from
D. The project manager rates the project management plan based on Input fom te team.

16. You have taken over project during projec planing and ave discovered that ix individuals have
Signed th project harter Which ofthe following should mos concen you
A. Who wllbea member ofthe change control boat
3. Spending more tie on configuration management
©. Getinga singe project sponsor
D. Determiningthe reporting structs

16, To manage ik or an agile project which fhe follwing would you beast ely o need?
‘A. Riskburndown chart
3. Riskadjusted bcklog
€: Risk management lan
D Riskbased spike

‘he project managers working to ley describe the ee ofiawalement expected fom everyone on
the poet in oder to prevent rework, confit, and coordination problems Which ofthe flowing,
bet describes the project manager efforts?

A. Develop Projet Management Pan and Plan Quality Management

1B. Manage Stakeholder Engagement and Direct and Manage Project Work

© Validate Scope and Control Quality

D. Het Rinks and Develop Projet Tam

18. Alte flowing are parts ofthe Direct and Manage rojct Work process xcept
À. Kenting changes
3. Usina wrk becado structure
€. Implesenig conecte actows
D. Setingupa projecteontrolsptem.

19. A projet manger appointed head highly technica projet in an ars with which this personas
lil far he project manager delegates the processes of Develop Schedule, Estate Coss,
Define Ace, and Estimate Activity Resources to varios project eam members, and basic
serves at an occasional efre and coordinator of activities. The eats ofthis approach ar ely
tobe

À. A team functioning throughout the project at à very high level, demenstraing rest
A cam that nal experiences some amount of confuso, ut tha era period of time
becomes acobesve and fctiv unt
A team that is not highly productive, bt that says together beaut ofthe work environment
‘rested by the project manager
‘team thats characterized by poor performance low morals high Ives of conflict, and hig

20 Pattee” EG A on mon

140. Integration

You are inthe mide f leading a mor modification project for an existing manufactured product
when ou am thatthe resource promised th begining ofthe project arenot valle. According
Trou plan these resources vil be needed soon and ther avast willy timeline and
or other aspects ofthe projet Whats the best hing 1 do?

À. Showhow the resources were oiginaly promised you project.

3. Replan the projet without the resources.

(© Baplin the Impact fe promised resources are not made arable

D. Cr the project.

he project manager has just received a change request from the customer that does nt act the
Pre edo ands ean to complete. Wha shoal the project manager do ft

A. Mae the change happen as soon as possible.

Comet te projet sponsor or permission

©. Goto he change control board.

D. Era the impact om other projet constants,

You ar the project manage for an existing yearlong project hat mus be complete, Your company
Jost won à major new project. It wil begin in three months and is valued at $200,000 The new
Majes starting alu and therfore kl t ave ahgherprioi than your project
alo you resources You ar concemed about how you wil manage you project so that both
projet ca De implemented sus What he Br thing You shoud do when you hear ofthe

"A. Ask management how the ne project wil se resource

Resource level your project

©. Crash ourprojet

D. Ask management how the new project wil ect your project.

In the mide ofthe projec the project managerisinformed by her schedules thatthe projet control
Bat are secure. Tht same morning, sh receives anote fom a team member abou problem hes
faving he not sy This ac diving me ray and the manager ofthe accountng department
Moab me anti te activity oa sin jeopardy” In addition, the project manager has mails from
Minor sakeholder and 14 emals from tum member. While she i reading the ema team
‘uber walk into the project managers ofi to tell er conecte ation was implemented by à
Team member trom the projet management ofc, but wasnt documented What shold the project
manager do ext?
TA. Report the documentation vation tothe project management ace, evaluate the security of
the contol lini and review the emailing asin ho communications management plan
2. Chany the reasoning behind documentation Ding aprobar ge he accounting department
Sst the team member and respond tothe minor sakeholder.
‘Rad the implemented crece ation fo the chang og, discus the value of documentation at
theres team meeting and snoot the team members uo with he accounting department
ind ut who cased the problem withthe accounting department, respond to tbe minor take
olde before responding fo the eer emails and review the process in he communications
management plan for mporing concerns with the team member hang the documentation
problem,

24, Which of the following sequences represents straight-line depreciation?
A. $100, $100, $100
B $100,8120,5140,
$109, $120, 5160
D. $160, $140,8120

OM Paco no” = 252 444» emo ro

141. Integration

25, Fo an agile projec, changes ae an important part ofthe peces, lowing the product owner to
Fine value delivery. As the manage ofan se projet how should you approach managing
A. Changes shouldbe dre as low a possible onthe cos of change curve
À To mei delays and cost veran, only changes ha add measurable al shoal e approved.
€. Agi wols and methods hould be wed to reduce the number of changes needed and their
supe impact
D. There spo diferene ia the hai for managing changes on agle projects compared o plan
even project

The leat demands changes tothe product specication that wil ad only two weeks tothe cial
pth Which ofthe following ithe best thing forthe project manager todo?
A. Compress the chedale to recover the two weeks
3. Gatacopeto recone the uo weeks.
€. Cons wth he sponsor about options
D. Ade the ent of the impact ofthe change

Yous asked 0 prepara budget fo completing project hat was started last yar and hen shelved
forte month, Al following would benched in he projet budget exept

A. Pied costs

DB. Sonkeosts

D. Variable cons

A projet ls chartered to determine new ways to extend the product fe of one of the company’s
‘adm producing products Ihe project manager come rom the engineering department, andthe
team comes rom the product management and marketing departments
"The project scope statement and project planing re completed when à stakeholder notées
the tear tht there aber way to compete one ofthe work packages. The stakeholder supplies à
technical review eter rom hie department proving tat the new way to complete he wok package
lac be te than theo way
“The projet manager has ad slr eperiencs wich this department on other projet, and was
expecting sto happen on hs project What ithe Bt hing the project manager shold do?
A. Contact the department and complain again about thei missing the deadline fr submission
2. Determine how this change válimpaet the cost to complete the work package andthe quality of
the prodact ofthe work puckags
(© Se tre a way to change from a matrix organization to «functional organization so ato
mint al the interference om other departments
D. A the department hey have any other changes.

‘The CFO ak stakeholder on your agile project. One day he ema you, "just saw the blog and
va problem! We net update the descriptions of tories 1240 12 1 elec out ne digital
business toy How should yourespond?

A. Thebackloghaslreadybeenprirtcedtsedontheferurethtwiladdthemostbasnes vale

1 Lotced hat and have leat referis request the change conto board for approval

©. The team hs already made those updates, they willbe included inthe next baclog version.

D. Evite this request tothe product owner who wil decido what todo about

(© 2000 UC Pest re 529404 ec CON © wR com

142. Integration

a

Allthellowing occur during Close Project or Phase process except
A. Greatingessonsierned

By Fommal aceptance

€. Performance reporting

D. Performing costbenet nays

‘The project manager an help infuense the process that at change on projet by cresting and
‘sng the mot appropriate planing states and wool, Assuming the projet manag has created
And is executing the best poste project management pla, the project sponsor shoud help the
Project manager to protect the project sala necessary changes. Which ofthe following best
cs te pose nfleneing te ctor tht alee change?”

A. Teling people that changes re nt llowed afer planning compete

1. Determining he sources of changes and xing the oot ars

©. Adding mor activities to the work breakdown structure to accommodate ks

LD. Caeusting the impact of hangs t dat onthe project

‘You are mangingan ge project with high evel ofrequirement uncertain Wat he best way
omannge changes long dae projet to mure the proc gels are met?

A. Ask he development team to rat a change management plan before the work bein.

B. Delegate authority tothe ea andthe product owner to manage changes asthe ne

€. Prepares compretonsive change management lan, and manage tothe pla.

DD Askıhe produ owner eee all abattre cages tote change management tam.

‘Te organization is about to bein a seres of similar projet. The projects wail be managed
consecutively. ach project involves developing an online cooking video fewed on foods appropri
{othe moath im which they willbe released or example the summer vides wil include pue food
and cool tests and the December video wil fate holiday foods for Hanukah Chests, and
Koranzan The projet sponsor is adamant thatthe management plan fr ech projec includes am
‘emphasis on malt es pos us ofthe ans learned eter He here hat ther projects
are not een cc became chy failed to tke advantage flous learned fom previously
completed projc The son leaned ge shoul be updated:

A. Atthe end ofeach project phase

3. Dhroughout the project,

€ Weebly

D, Attheendofthe project

Kaomiedge management 1 ey rerpnstiliy of he project manager. This responsibilty includes
managing to Kinds o knowledge on à projet tacit and exp Which of the following deinions
A. Tat knowledge sit based sn canbe easly communicated through words and symbols
3. That knowledge may ned explaation or content to provide value to recipes of thi infor
€: Tat knowledge includes emotions experience ad abies.
Lesson learned ae an example of tacit honte.

VC testy Inc” 852.45 AAA» Bo econ

143. ou» Integration

Answers
ANSWBE ———

1.Anımer €
aplantion The project manager is an integrator, ss a question bout your ole as an integrator
And commnicaae.

2 Answer B
Explanation Replanningisunclsdforbythestution described. Reaching the planned completion
Adit does notmean the pret cesary finished, A projects complete when al work, icudigal!
rojo management work, Je complet, andthe product of he projec and al project deliverables ae
Rp. Th lessons earned are project management deliverables and therefore must be completed
forthe project tobe complete

planation Project manager should be proce. The only proactive answer here is preventing,
voces change.

planation Bveryprjectmstbe closed x sure proidesbeneit tothe performing orpnizatin.
thes means simpy stopping work snot the best chic, Sii work and rele team member
vel nl pospone dealing withthe problem, not lve. The best hing for he project managerto do.
Isbegin the Clase Pret or Phase proces.

Answer D
Fisphoation A change management plan includes the process and procedures tat allow smooth
evaluation and tacking of changes. Lestons learned ae review ofthe processes and procedures er
(bet. toimprovechem on futuro projet

6. Answer B
Explanation Who does eich activity i managed with the responsiblity asgment mati, When
ath activi is done Is managed with the project schedule. A work authorization system sed to
Coordinate itn and in what order the works performed so tht work and people may propedy
interface with other work and other people

7 Answer B
Eaplanation Agile project charters tend to be highlovel documents (at contain ess detailed
Information than charters fr plan-drien project, To manage the higher level of uncertainty and
‘cmergent mature of changes oquirements teams rely established gle process and ool
that among other things) deine the eur member working relationships and responsible. So
‘tit necesary to includ that information in the charter. OF the options std, he most important
‘one to include nan ale care would e autorizo forthe peoduct owner o proie features
o maximizo aos ou then be up othe product owner on any approval that are needed for
the developmeat milestones While the presrgned resources avale tthe project ould be sted
Ine chats, that would bees important than ging he product owner author

8 Anewer C
Explanation “The sponsor issues the project charts o they shoul help the projet manager control
‘hinge tothe charter The primary esponsblityhes withthe sponsor Remember that any change to
"he projet charter should alnto question whether the project should continue

200 Cts ne” 852.464 em «mm

144. Integration

Explanation This question is asin for he mot important of the choices Tink about what i
ielve in integration: project management plan developmen, project management lan execution,
nd iterated change Contra. Updates and product contol ae pars of project montos and
controlling, while iteration includes more than control Advancing he cares of tm members
falls underprojectexcsting (the Develop Project Team proces) To integrate the projet components
into cohesive whol, communication key whenever ne acti wl interac with another or one
team member vil intra wth anther and when ay other form ofitertacing wil ce

Explanation Integration rs to combining activi, not team member,

newer B
Explanation Direct and Manage Project Works the ony correct response

Explanation One way to decide fa change shouldbe approved isto determine wheter the work
falls within the project harter. noti shouldbe rejected assigned to a move appropriate project oF
ddr x proto ts om,

Answer €
Explanation The project management plan includes more than jus a har chart and the project
‘managers plan for completing the wrk inches al he management plan forthe project

planation To narrow down the answer options, tht question could be rephrased 1 ak, “Who
rente the rer management plat” The Beat nsreris tat the project management plan crete
be project manager bat requires input rm the ea

Esplamaion Determining who willbe onthe change control bound ad dern reporting,
structure may hae area been done. In any ete, these choices are ot diet impact by he
number of sponsors who bave signed the charter Having a single project sponsor isnot necessary.
This station pls that there ae x ces concerned with this project. In ation to focusing
om the added communications requirements, You shoud be concemod with competing needs and
‘eultemens impacting your efforts on configuration management.

Answer C
Hsplantion As e manage ofa al projec, os might not ned to document the management
plans as separate deliverables tea, you cn sy on ale toos and methods to manage emergent
lets and scope and maximize vale der. The gl tole for managing ec include a i
Vurmdown car akadjuted backlog and chased pike These tol ean replace formal ri
‘management pln so at the least el option

Answer A
Explanation Notice ha his question uses the words “working to cen describe” and “prevent”
Taken together they shoud tall you the project sin projet planning. This limits all choices
xcept Develop Projet Management Plas and Plan Qualty Management. Cordon and confit
prevention reste to Develop Project Management Plan, and preventing rework i prt of Pan
Gay Management

OM natn BE AG som uri com

145. Integration

Answer D
Fsplanaion A WBS is crete in prjet planing, but can be used to help manage the project
ang project executig, The wordingin the question was nt eraing a WBS, bt "sing WHS" A
Prof control system I st up during projet planning, not during project executing and therefore
Free exception.

Anar D
Fsplanation A project manage must manage and integrate al apects ofa project al activities
re dlegaed, chaos ensues and team members vil spend more time jockeying fr position than
Completing acti.

Answer €
Explanation Crashing and rplanaing are een delaying dhe problem. Instead, the projet
maras should try to prevent by showing the consequence ifthe sources are not vale, This
Isa mom fete strategy than saying "Bu you gave those resources me”

Answer D
planation The other impact tothe project should e evaluate fest The change could impsct
pe cost, qual, ck resource, and/or customer stc. Once thee ae evaluated, the change
‘ont! bond, one exists, con approve or deny the change.

Avewer D
planation You do aot have enough information to consider resource leveling or chin this
project. As you ok on ay project, you ced to constantly reale projet objectives and how
{he pojet lates to other concuren projet your project sl inline with corporate objectives? If
the her project wi impact yours you need tobe prosciv and work on option now

Ans ©
Fsplantion Notice how much information is how at you in this question. 1 ls important to
practice reading through questions to discover what i important and whats simply background
Infomation. In this question, dhe only thing relevant wa te cortctv ation taken. Once you
discover what the primary ise i look atthe choice to ind out whichis best for addrsin at
iste, Whats the primary nse here? Did you elie the team members not about a non-eical
pth activity? ("Un te project Hot iin jeopardy” means there l at th, the activity not
Snte cial path So, the su he non-<rtical pth activity o the documentation? You might
‘gre wth the og but inthis case the answer she documentation. Inthe al world, problem
‘fen repeat Without record of what was dons, theres no opportunity o consider the same solution
foc fare problems, Documentation eilt proce Because the changelog becomes part ofthe
sot records database, ts es 1 fs record the comete action taken, hen discuss the value
of documentation a the net team meeting, ad, nah, smooth dhe cam members issue with the
counting department

Explanation Staight line depreciation wes the same amount each ne perio,

planation On any projet we want to dently and address changes slow 2 possible onthe cost
of change curve. Ths I important for agile project ht rely on emergent scope and incremental
development, While ape expects and welomes changes or he current and tre increments in
development, once an incrment has een ult and approved, rework should be avoided iat al
Pose

146. Integration

Ange backogis subject continuous changes and tak lange and smal by both the product
owner andthe team members While thir ultimate goal ta maine value delivery they dont
stop to analyze and measure the impact of sch change Ale tools dont mite number of changes
needed in Be ny makeit possible fo changes to e made fly as needed,

The approach to managing changes for plandrven projects does dies from change-diven
projects Since there sess uncertainty about the requirements ana pla den projec we beter
{etn the scope front plan the work and en mock he plan,

Answer ©
Explanation Do you member what to do when theresa change? Ealat fs. You would take
action before geting spproa, so comprening the schedule o cating scope would happen afer
‘consulting the spnsorand or advising the cent ofthe pact ofthe change You would not go the
(some before going o your internal management, advising the cnt tthe comet thing to
o ext The net tp ito dacs options with the sponsor

Anewer B
Explanation Sunk cost are expended costs The cul that they shold not be considered when
decdig whether to continue with troubled project.

newer B
Explanation Complaining about the mised deadline could he done ba itis not proactive I would
hell otto he rot cause of why hs department always comes with such idea or changes
After the project begin. However, thie st the immediate problem the change i the immediate
problem, and therfore complaining isnot best. The type of project organization described sa mar
‘tganizaton. There not anything beret wrong with sich an organization, nor there anything
inthis ara station tht woud require ito be changed So, changing the way the company
organized cannot be bet, The departments history odie tht alg he department hs oer
changes something tht should definitely be done, tte proposed change needs more immediate
"tention Looking at impacts ofthe change begins integrated change ont

Anewer D
Explanation Ale projects welcome changes so youwoulde llth CFO thatthe ackogisaendy
prior implying hat no changes cn be made You leo woulda handle the change yourself since
Agile project changes ar managed by the product owner andthe tem Either ofthe emaning anes
‘options might be plausible, Dat thi docor sound Uke the type af everyday change that the tea
vould handle on their own without a discusion withthe produc owner. Also aie backlogs pica
dont have “versions; hey ate dynamic documents hat re continuos bein cited and updated
So bebes amero sy that you wl eer this request to he product owe who wll decide what
to do about

Explanation Costbeneft ana is don ec inthe project to help select between alternatives.
Allthe other choices ae done during he Clos Prec r Phase process, Therefore, performing cost
Bone analysis must be the Best anse

Anewer B
Explanation A project manager shouldbe looking at where changes are coming fom and doing
her necessary to iit he negative ecto change on th projet They nee o ind he root
‘ses fare changes may be avoided

(© 2220 RUC Males ne“ 506 44 «mc com ur con

147. Integration

planation On a change drive project with a high level of equrements uncertainty, it wort be
nfl to prepare à change management plan to manage change, earls of whether the team or
tre poe managers doing this Instead age projects delegate change management to te team
Me project owner depending on the natur ofthe change Age projets would not bent rom
‘Rig changes to change management ean to avoid delaying the work, most changes eed to
Teresa the arse

Answer B
Explanation The sons leaned regie living document shoud be updated throughout the
project for the bene ofthe arent projec, tare, mar projets andthe organization as whole
‘Tp communiction management lan documents how new ezone lead shoal be shared

Explanation ‘Tacit knowledge includes emotions, experience, and ability. Sharing this ype of
Rad egresan atmosphere of tt within he tum or organization. Theater chics late
rec knowledge

(©2020 RUC alse" ELBA» rs con marc on

149. Scope

FI

‘When managing scope, a project manager must define
bt work require and hen ensure lo that work —
ho only that mode completed. This genera a
‘iy toi but weal have aps in our knowledge See
the flowing lat helps you uncover gaps in Your
Lodge

Tings to Know sbou Scope
FEB Management orto ram
pit

2 You must plan how you will determine the
scope, as well as how you wil manage and
entra scope, The is pat of Jour ope
management plan
Scope mus be clesdy defined and formally
approved before work art. IF ing an adap

approach, this maybe done a higher less

alle witha summarized agree
Requirements ae elicited rom ll takebolers,
ot just the person who asigned the project,

Requirements elicitation’ can ake cubeta
amount of time, special on arg project
Requirements must be evaluated against the
us case, ranked, and priortiad 10
determine wat in and xt of ope.

Awoektreakdown structure (WBS) ist
‘on ll projects tat une a predictive approach
‘aig is tool enables yo to lr Seated
scope as wl ind ations scope

Abackog minds oil alternatives to
trations! WHS, may be led on projets
ng adaptive approaches For example ving

backlog creates vial no the scope a well
asthe veal roles fhe project.

AO ve ata, «86224

VE

‘Scope management pln

oquremants management

pan

Data gara techriques

= Brainstorming,

= nens

= Feature wostops

= Es fare user
stoi, aks

= Fons ons

= Questomales and
ans

= Benchmarking

Requrements

drcumention

Project sopa statement

Work breakaoun sruchro

ans)

Decampastion

= Carro account

= Worcpacage

= ac

= How rats aWES

= Benes fusing a WES.

= Use fo a WS

WES hen

Produc bacon

Produc madmap

Tineboxng

Scope heine

a mec «wma

Group Decison Making

= Wing

= Mur decison
ris

Data representation

= Mint diagrams

= Mind maps

> Functoal
> Moncton
= Tension
= Pret
= Quay
= ricas
Intespesoel and team sits
= Nominal group chu
= otsenaton
= Fact
> Consensus
> Use sos
conte cagrams

Prod ras

+ Detirables

= Voto
= Aust

150. Wile the projec being completed, you mast check to make sre you are doing al the work
incide the project management plan and only that work

Gold plating projet (ding unnecesary eta) iat allowed.

‘Any change to scope must be evaluate fr its effet on time, cost, ik, quality, resource, and
toner lación

Changes t scope require approval; scope change should not e approved hey late o work
at doesnt vih projet hare

The projet manager and the project team shoudl continaouly determine what is and isnot
included in the project scope

Internal verióction followed by customer acceptance of delvenbies happens throughout
the project,

Not thatinapredicive enironmen, resting WS e seguire pr of project management yo
save never createdone or donot curently ues WBS on your projets hichapterwi lp youundertand
how beneficial this tool and what tan do faryou. Remember the exam aks questions tan expe evel
and unes you have experience using vou tools

Forthe cram, youneed to understand the scope management proces inthe PMBOK Guid andthe
Pan and Manage Seope task within domain 1 (roces) in the ECO, The flowing should help you
derstand how the PMBOK® Gude and the amination Content Out (BCO) relate othe process
nan ope

‘The Soop Management Process Done During

Plan Scope Management Planning proces group

Collect Requirements ses
Define Scope
Create WBS

Validate Scope

Panning proces grup
Panning process group

Monitoring and coating proces group

Conta Scope Monitoring and controlling process group

£00 Domain i Process
“Tasks Plan and Manage Scope

These tables show tha domain I (Proces) tsk 5: Plan and Manage Scope maps dec t all the
Scope Management processes inthe PMBOK Guide Note tht fora redete projet if cyl you wll
ct needa WBS, while in more change deve fe eye you may have 1 WBS, the product balle

‘may tak ts plas or you may have bot, Look or evidence in exam questions tat ls you which ype of
Ie pe ou ar desing with

‘Scope Management Fundamentals

‘You should understand the oli concepts forthe exam,

Product Scope Product sope is anaes way to sy requirements that rate to the product serv,
‘orresl ofthe projet” ca ls be defined asthe product deliverables with he echte eures and
funcions. answers the question, “What ed ret is needed?” There may be à separa, prliinary

© ADI eka” #952846 484 «Homo «muera con

151. poet determine product scope oryou may dene te requirments put fyou poet depending
PR need ofthe project andthe organization

ets look at an example of product scope. On a projecto bud anew tala termina, the product
scope a new tain terminal tat meet these technical specications” To determine ifthe project
‘erry achieved the product cop, the resulting product (he new rin ermal i compared to the
‘dec requirements, which were recorded in the requirements documentation andthe project scope
ment fo the project

Project Scope The projec scope ithe work the project tam will do to deliver the product of he
rect itencompase the product scope Ihe tain terminal example, the project cope wil bea new
{rin terminal that meets these technical specications” plus all the work needed to deliver the train
temina In ether words, project cope includes the planning, cocriaation, and management activites
(Gachas meetings and report) that ensure the product scope achieved. These efforts become part ofthe
ge sine and scope management plan, which ar arte of he projec management plan. To determine
‘ether the project scope as ben successful completed the work accomplihed ls messured agains the
Tope asco

‘The Scope Management Process To avoid the rick that you will ea the rest ofthis chapter and
mis an important concept, les make this point clea right away Thee ae lo of acceptable ways to
range scope on dot deren than descabed her, you are not nec wrong; you may just be
Imanging scope diferent based on the need of oor project Think of the scope management process as
‘lading be folowing sp when using predictive projet management approach

1. Derelopa plan fr hou you wil plan, valde, and contol cope and requirements on the project.

2, Determine requirements, making sure all requirements support the projects business case as
rein the projec carter
Sort and blanc the needs of akehoer to determin cops

reste WBS to break the cope down to smaller, more manageable lees and define each pie
the WBS diconan

‘Obtain validation signed acceptance) thatthe completed scope of woes acceptabletothe customer

Measure scope performance and adjust as needed

This means that no one can request or add work that xno related to the reson fo init ho
project en your rel wo, do people want wok done nd yt tacho ay projet they can to get
that work acomplished? Do Jou see scope on projects that dose support the company’ busines
ebjecives Ie happens al he tne. To prevent à project manager mus be assertive in protecting the
Project. When yo take the exam, assume you have the authority to sy no when someone tis 1 add
led scope to your projet Assume you can and do sy, That sounds ke ls separate roja. Ik
‘boul go through the project pproral proces stead of being added o my projet

‘On change driven project requirements re Wentled and documented a sfcient level of detail
so they en be prioiized and estimate tahighlevel. The workis Broken into lene and tertons, and
the work ofeach relate oration defined in moe deta jus before the works done. Product scope s
"opc more eile than for plan dien project For example, as senil product tuer re delivered
Inca relates, more optional tres maybe deferred sometimes indefinitely

62020 RE Pct "#22 AA mcm «meme om

152. Scope Management Planning rice 134

“Together the scope and requirements management plan both fwhichareprtofthe project management
plan, provide direction on how the project and produc scope wl be defined, manage, and controled
The projet charter, project he eye description, and organizational process ass are ll inputs 0 the
proces of planning scope management. In addition, every projet has à development approach. This
pesa could be pla deen (predice or water), change-driven (erative, apie, or age), ora
combination (hybrid). The development approach nfacnes how cquiemente vil be chched a well as
on the scope statement and WBS willbe developed (othe entire project at once, ort ahighlerl the
cover projet and then in mor detail for ech eee.

Scope Management Plan _ The scope management pln whichis a primary output ofthe Plan Scope
Management proces i part ofthe project management ply, and the project manager uses to guide the
projet until dosing, The scope management plan event contains tree pars, which detal how scope
be panned erecute, and contro. describes how 1 do the flowing:

+ Achieve the overall projet scope
+ Crete the WES or product backlog and stones

+ Manage and control cope tthe project management lan
+ Obmin acceptance of dlverables

ach project scope management plans unique, but it may ove tople that can be standardized for
{he company or fr the type ol projet Therefore, companies can often wiz templates, forma and
andar for scope management. These are valable seso have on project,

“The scope and requirements management plans cin be developed in stages or rte during project

planning The Sst step it plan how scope wil be defined. The projet manager andthe team wi hve
"Enough information to decido how te scope wi be validated and controlled. Those decisions wl then
became part ofthe scopo management pla. Another aspect of trations is hat tr parts of project
planning, such tthe Pan Risk Responses proces can en scope being added tothe project thereby
‘hanging the scope management plan, project scope statement, WBS, or product balle, and
product roadmap,
Product Backlog’ A product backlogs single visible master it ofall the funcional and nonfunctional
‘work identified forthe project. note words, a acklog a lt of work that needs to be done, ad items
“remove fram thelist a they re completed lo important to know atte on the blog are
reviewed for risk y th team ad pitied bythe business. Backlog items maybe tagged with the us
tes bene of the tems andthe acceptance ceria need to pronta the ems and determine when
they ae complete Di ou know that a bsckog item may leo e tagged to the stakeholder who requested
A he acoge organ by prion from he top down, 0 the highest value items or store arealWays
tthe top, which informs the development tem where 1 oa ther attention, While the product backlog,
‘contin al he formaly recognized scope low poly items a the boom ofthe bacilo may never get
‘ereloped ifthe cost to produce them is demed higher han the valo they would return.

Product Backlog re common on fst moving aie projets Having single source of information
bout al the work Being done is cuenta for eee communication and provides highly visible
documentation fhe project cope and statu.

‘A product backlog primal wid to ensure sdaptabilt. The bachog is always evolving and it
needstobekep continually updated wih the atest quirements nd er information. Een fiers projet
is well under way the produc owner wl cootoue to serganize and repris ih bachog This process
keeping the backlog updated and curse priori called eb (or rooming) the backlog and
À len done in release planning mertings held before the start of eich new Heration with al
sakeholders present,

©2020 RW Raketen.” + 2.040440 Oman mum

153. ‘feo, ri projects use a product bckog for organising work with the tam. The WS (or similar
epi to) is then used to share information wich he PMO who may be accustomed to predictive
‘Sheath and tational documentation, In this cast projectmanager acts as nine anti
50 esening views of work inthe format prefered or expected y any gen group.

Product Roadmap" A product roadmap ia visual depiction ofthe product releases nd the main compo
Prt hat wl be inched in each release ofan ale projet. This a communication tol ha proves
eet takcholder witha quick view ofthe primary release points and intended fanctonalty at willbe
Erre,

though de product oadmup shows what we plano deliverin cach release, remember that hi
grec planing tool—and we kno here wll be changes. Sin planning each leat, ve valgo back
(he roadmap and confirm that the bas pln wil sil work o make any necessary adjustments

“The product backlog and the product rndmap work together to help the team plan the project: Tink
te acidos tool that guides the workof the development tea, while he product roadmap ie more
Sf plan of how the roduc ls ay t grove Both tool wil influence the other and ay changes 1 the
rie or requirements ofthe project soeld be rected on both

Requirements Management Plan in ation to desribing the methods you intend to use to
¡deny requirements, the requiement management pla should answer the folowing questions: “Once
have asmanp requirements as can gather hat wild to raya priors, manage and ack change?
What should ice inthe requirements tracey mati” (Ihe equiemento ace mates is
esrb later in thi chaptr)

Requirements Gathering

Requiements ae wit stakeholders need from a projector product. Remember, work should not be
Anais projecto ecu someone want Instead, requirements should relat to solving problems
achicving the objectives clined as project harter Requirements may include requests about how the
Werks penned and managed. For example, a staléhlder ould request that systems not be shut downto
ecommodatea project during pel urines hou Reqirementsmayincude the capables takeholers
ou ike to se in be produ, such as software application hat allows sulle resto acest at the
Fase tune Requirements can aso este o be following
+ Quality “The component D must be abeto withstand 200 pounds of pres

Business processes “You must track nd report he projects expenses ns way

Compliance “Bylaw we have to meet his safety standard”

Project management “We require ak management procedure X to be used on the project”

The Cll Requirements procs looks fall eum ota those aed tthe produto
pc Tiree ical project ces ned regulen! colmena cages
‘iconic mos the maine of rjc

1 ion o noe the diene between pei and date approche a ee to
erquement Al mth dent atmpto sp ly dedicas up fon intend ple
em intl defn requirements snd popa eine dan ppc dela econ où
Snplentaton dea un ih lat eponahle moment This pe ar olsen the ef of
ess

“he Colt Requemeats roces volves nta he allowing lps to ete the requirements
cames nd the remet cab mati Rev th pty and ink though ho ech
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154. Projet Charter The high eel project and product descriptos re defined in the project chart,
which was developed during initating The Collect Requirements process begins wi hese des
ons, apd lcs move deta input bout whats required.

Assumption Log The sumption log document known stakeholder asumptons rated to prod
ct and projet requirements Calle: Requirements includes rening and adding to hi st of
ruption

Stakeholder Register Remember tha the stakeholder rete was crested in inating Includes à
Js of stakeholder ented os ar the project, ar well athe oquiements and expectations.
Agreement [the projet includes procurements the requirements ofthe buyers are documented
{nthe contracts Any agreed-upon requirements included in ees of agreement within an organiza
ion are loa source ofreguremens

Organizational Process Assets Organisational proces aut, such as intra record and lessons
learned: may provide dat about equzements from pas, sir projects a vel as informatio that
may deal commonly overlooked arcas of cope.

On lange project thee could be hundreds of stakeholders, and no sigle method of collecting
quirement vil work forall akholder. Since rising a needed requirement can be very cosy a4
Concerted effort mus be made to find as many requirements possible before work starts o 4 project or
‘evelopment phase

The Collet Requirements effort ale includes clicking sakehelden expectations ir Bells or
mental pictures about how the projet wll tn ont and rating tose expectation ito requirements
aa necesa Collecting requirements may involve using arica techigues (seed nn) The project
‘manager neds to choose te tchniques that re the most appropriate forthe project and its saldo.

Collect Requirements Tools and Techniques ‘the flowing tool and techniques can be sed to
collect requirement:

Brainstorming Be carl here —many people think besnsorming is jst a meeting whee people
ica idas at is more than that The parpose of brainstorming i not so much to get indimidunl to
Share theiethooghts on atopic as its to encourage participante ob on ech others teas. One person
¿mention an sent salve a problem oy in thi ie determine scope. That des geneity aes fom
another participan which ads to ye another des, and son. The results of brainstorming sessions vary
‘depending on the participants I can be high bee to include people with diferent perspectives or
bnckgrounds The particpants maybe internal or external to he project and/or the organization. Aer al
the ews have been captured the group ea evaluate nd rank hem using the nominal group technique or
matiere decision analysis desrbedin the following sections

Interviews Onthe ram his technique ay la be refered os esper interviews The team or project
managerintcriews projet stakcholers 0 et thei requrementsforsspecc clement ofthe prodactor
Project wor, o ore ovr project. These interviews can ake place betwen wo individuals rin group
Fig Interviews can also be conducted via email or phone or by ing vrs) collaboration too.

Focus Groups The focus group technique help ct opinions and requirements or the product or an
‘spect ofthe projec fom stakeholders and subject mater experts Members of focu group ao usually
‘elected fom a specific demographic group of customers. They discuss tt der with each oer and the
‘Conversation direct by amodenter

‘Questionnaires and Surveys | Questionnaire or surveys ae typically sed fr large group. The ques
tions are asked in such away aso list requirements fom Ihe respondent

Benchmarking Another way toelp identify and deine requieren sto ok at at ie competion
is doing Benchmarking ocnses on mersringan organization performance agit haf other orgaz
tions in he same industry. There ar imitations technique, however Benchmarking ean be very

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155. sue consuming and cost. may lo iii the team’s cti because the focos iron studying ol
Bos at have ben wed een, ber han on developing new innovative des.

ping. Selling input about requirements rom stakcholders often resin coating requirements

net sve these coat, a wll as to eiew,anlye, accept orc and priorize equ:
Be before recording them in project documenta. Veins commonly used to mike decisions ina group
‘ng 1 the group Ages on à requcement sanity (everyone gres), the decision i sa. The
een malin proces elo simple Fa single person assigne to make decision fr the entire
Su Howerer this aer method of évson-makingcan bare negate impact on projet ifthe
elder donot buy int the decision

‘When there ae config opinions, groupe may alo take a majority approach With hit approach,

the goup chooses the decision that more In bal of ts menbecs spor thee no majority opinion,
A up may go wth the decision hatha the largest number of supporters. Tiss known athe ply
preach
"Wotcrteria Decision Analysis’ Another way t rank ea through matt decision analysis.
Wi his technique, stikeholer quan requirements using a decision matrix based on factors suchas
‘pected sklevel ime estimate ad cost and benefit estimates

fi Diagrams In is technique the es generated fom any other requirements gathering tech
‘goes ace grouped by similares, Each group of requirements then given ae This soring make i
ie tose addtional aras of scope that have not beenidenied. gure 51 shows an example fan.
iy dira

brary Project Requirements

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ee
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156. Aint grams can also be organizo by requirements categories The following ar some common
categories ued bon cllectingregerement

+ Busines requirements Why vas the project undetiken? What business need i the project
intended o address
Stakeholder requirements Whit o stakeholdest want to an rm the project
Solution requirements What does the product need to ook ike? Whit res fictional require
ments (how the product should work) and nonfiction requirements (what will mak he product
fice)?
Transition requirements What types of handoff procedure timing are needed to anf the
producto the customer or organization?
Project requirements How shoald the project be intited, planned, executed, controled
andcosed?
Quality requirements What quality measures does he product nnd to meet? What conste a
cel completed deliverable?

+ Technical requirements How wil the product be but What are the product section}

Mind Maps? A mind map a digram ideas or notes to hop generate, clas cor infomation,
A branches ut oa central ore word or words as shown in iure $2. Colors pictures and notations an
Deus to make the dagram more readable

mm |

FEURES2 Moda

Nominal Group Technique? Ts techniques usually bu ot always, done during he same meting +

brainstorming Iteds to be more structured than the techniques, and fellows these fur stes: a ques
not se posed al meeting participants write dows and then shae tei eas, the group discs

at been sated and then ess ac ake Based on which dese re the most sh

Observation Observation sa great way oleam about busines processes and to get eel forthe work
emiconment of sakeholdersThis technique general involves job shadowing watching potential ser

tthe product at workand, in some cass puicpatingin the work o help identify requirement

Fecltation Facilitation brings together stakeholders wih dierent perspectives, such as product
designers and end ters to talk about the product ad, ulimatly, der requirements. Ihistchnigue ses

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157. scores approach which acheves general agreement bout decision, Those who would prefer another
‘pion are ling to accept he decision supported by mos members of be gro

Stakeholders may develop wer stories during these facilitated sessions. User storie describe
sancionaliy or festres tat stakcholershope to see They are often writen in ie flowing fxm

Aca role, want fanctralty/goa 0 hat huis homo

For examples à community organizer, vant the new library to oe public meeting spaces that
ha cata pact gather and an expo community members tothe Benes fe bar through
Tghborbood vents”

amples of iia sessions included following:

+ Joint application design (JAD) sessions Used primary in sofware development efforts, JAD
‘Sestion involve elsting requirement and input enhance he process of deelping the sofware

+ Quality enctonal deployment (QED) QFD (as refered to asthe Voie o the Customer, or
OC) ls technique used to clit and price customer requirements. Ie general used in th
rmanofictungioduty.

Context Diagrams? A contest dag, also known a contest level data lw dlgray sequently
alte define nd model cop, ao he boundaries of the pro dot scope by highlighting the product
Edits interfaces with people procesos or yrtems Figure 3 shows an crampl ofa conte diagram or
the payroll stem upgrade described in he project chartern the "Iteration chapter

ee
cc D aa
co ton

ee oo
[e ==
Empires

Pte,
sons

FQURES Conti

Protoypes A prototype isa model ofthe proposed produc that is presented to stakeholders or fed
back. the prototype maybe updated mule mes toincorporte stakeholders feedback ont the require
mets have bee oie for the product

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158. Balancing Stakeholder Requirements Thcefortsaninportantaspectofthe Collet Requirements
process Part of Balacing requirements frm stakeholder involves making sure the requitements canbe
met wi the project objectives they cannot then you ned took for options te adjust the competing
mando of scope, ine cst, qualit resource i and tome ation

This ype e balancing I neve easy or fist can become imposable you dent have ea project
objectives and yo dont ent and price al requirements fom al stakeholders during the Collet
Requirements proces Do you try to gets loue o final requirements as pose when managing projects?
Are yourregutements ranked by oder ofimportance? Int, thinkabout how sch actions could Improve
our project. When you take the exam, assune ha every effort hasbeen made by the project manager to
core al requirements and that hose requirements are ranked by ode of importance.

Iesimportanttonote hat gie and ybridapproaches re ofen sed when the exctroquirementaare
‘unknown, For example you may be bling something hats not been done in your organization before,
suchas eretings customer self sevice portal hat allows customers o manage hero accounts Her,
ou may not now what the mast papular fonctions wil bo the exact extent ofthe scope You may allow
somes 1 change their vm name and address sand eso services bat what about deleting
counts or oping ut ofcommunictone? Do al ofthe hey sukcholers ase shout what features should
{nd should nat be included he selEservice portal? Additional requirements are aten uncovered aer
“ome use ofthe product or sevice as well Aer hunching the self service port, you migh lean 80
percent of customers aces ion a PC, atthe portal war optimized for mobile device. You might lso
discover compettor portal tue a fo rend” option tht offers reward and you may wast to
«reste similar program. Of, scope and prior change. The longer the project the more Wkly the
Scope vil change due to changes in e marte, technology, or oranenion

5.1 Exoreise ‘this exercise ouines some ofthe hey actions involved im balancing requirements
fiom stalboldes It goes beyond the Collet Requirements proces and lock a this effort

throughout the project fe cyl. Spend some tne ing about balancing requirements while
grüingrealyfortheeram. This eures wilhep poa determine whether you real understand he
proces,

In your Exercise Notebook, wet down the number ofeach ation, red through ech ation,
then places checkmack est tothe number ifyou understand the action described. Pat an X next
tothe actions you arable o apply in he real world. Aer you've gone trough th lit wie down
‘the unmarked actions in your Exercise Notebook nd spend some io working through them,

Understand Can Do
‘ction E x

1. Hem all stakeholders; understand thei needs, wants,
sumptions and expectations related he project,

Work to ot requirements clear and complete a appropeiste
for the selected. development approach before ating
project work

Une information about akeholder and thelr requirements to
sale competing requirements wile work I being dane on
he project.

Look for competing intrest during project plnning: dont
Jost walt for competing interests to show up during
propel executing

Look for possible options t reiche competing interests and
alternative ways of completing project acts. Tio may
involve using techniques such as brainstorming, schedule
compreston tcsimaing, and other project management tod
management te practic,

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159. Understand Can Do

Action Y x

6. Resolve competing equiemente fom stakehaker based on
hw the requirements affect the projet (Sse the guidelines
item the following discussion)
‘Give priority othe customer (or the exam, know that if any
cado condi wih hose othe customer he customers neds
normaly take precedence)
‘Use quality management to support projet saison of
the neds for which twas undertaken
Deal with problems and confits as son as they aie through
the use of team building, problem-solving, and coafiet,
management techniques.
‘Say no 10 some ofthe competing interests (For the exar,
sume the projet manager has the authority o say no when
cesary protect the projet)
Fix th project when the project metrics arto deviate om
dhe requirements, her than changing the requirente to
inet the revue of the project.
Work owaed fs solutions of disputes—ones that consider
the interests ofall stakeholder as well a the needs of
the project.

3: Hold meeting, interviews, and discusione to lite the
solution of competing requirement.
Cao management t help solve competing intrest when
the project manager tnd the tae cannot cone op witha it
and equitable solution

1S, Use negotiation techniques to resolve dispute
between stakeholders,

16. Plan and implement tre communication.

17. Gather ase, and integate information into the penes

Resolving Competing Requirements Many project manager have no ides how to prise
competing equirements What if for example, the engineering department want your projet o focas on
decreasing defect le the accounting department wants your projec to focus on lowering costs Can

Beh neds be et What np deparan se primary stakeholder oc even the sponsor of
th projet Should a department nets outweigh th end ofthe accoumting department? What i
Aedo ofthe enpneing department np pace count department?

Some ies ae so complex they cannot be reed by the project manager alone, and ree
nose nerven. Hower hee ar some sndar guides for alan compting gue
"eis or ep outed ese competing routes y cp os compl) wih

unes cs pr cares rojo scott da project ont

A salir request todo or ad something to the pojc a ano ltd to the reson the
Brot ws inated sl be fee. requiem sate to the eon poetas ted

docs ora wine poet char sees should ao bee Any suggested change
project carter mat be boi te pomor or ap pro When coder consent theo

DON Pc "> 52 24.404 lt com «nero

160. important constraint schedule then any requirements that would delay the schedule wil nt Hey be
accepted. Those tat compres the schedule (without serious impact to other project constrains) wll
‘nove eh be accepted Requests that do not al within these guidlines could become pat of future
project instead

Veriying Requirements Sofware projects that use agile and ybed approaches Fequenly demon
state incrementa functional, One common sue to ile terest fom stakeholders alice
‘ments tht do not have much to demonstrat. In these cry tages, stakeholders ae often unimpressed by
{he apparent lack of progres o incompleteness ofthe solution, However, this when ter members wank
the mat feedback, since they ae designing the est ofthe slain. Later when much more functional
sb, the stalsholders ee the potential and start equeting changes and new Features, bat by be,
much nore dic and como change he design.

Demos

opportun rinnen

cota!
changes

am ‘son ET

FGURES.A Teco far di

Projet managers working on agile and br project should expla ths paradox to hir tas and
stacholders Teams want fo dss changes when the produc design al in development and the cost
of changes may tl below This requires he tam to have courage o demonstrat incomplete solutions
that may face ihn and the busines to ave rome rt and imagination Sno how the system may lok.
inorderto provide feedbacks soon a posible.

Requirements Documentation After requirements have been collected and finalized they are
documented. Imagine you have dite requirements from hundreds of people. Can you see how
documenting tone requirements woud be useful? Ths documentation isan output of the Collet
Requirements process and helps to ensure requirements ae er and unambiguos

Requirements documentation can contain ros types of xformtin, bat the one hing ha must
beincidedis acceptance reía To avid having requirements tht could ss be misunderstood rat
question to sk sakeholerss “How wll wekow ifthe work we d wilmeetthsrequrement?" Not only
Dh a good way to make sue you understand the stakeholders egucement but ale lp to ensure
‘he wor being done willbe acceptable

ts lo important to ate ts the ee of dtl of documentation iterated wt ach regurement
ass the rei of being lar, complet, and measurable Requirements mst be described i such a
ay ha asocated delverabes can be ested or measured aginst he requirement the Validate Scope
process t confirm that the deliverables ae aceptable

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161. Requirements Traceability Matrix® Have youever worked ona projectinwhich some requirements
fost in the deals In the process of determining requirements, one reguiement ofen leads to
Fiona more refined requirements and caistions—especallyon large projets ean be dial to
derer here + eguremeat came rom and wit is sigacances tothe project Losing fous on the
‘Sonora requirement can result ina majo stgo project objective ntbingmet The requirements
eilt mata, another output of be Collet Requirements proces bps ink requirements 1 ih
sje der the requirements to ensure the srtege goals are arcomplshed. he nti i used
sagt he project In anlyin proposed changes to projector product cope. An example of
ret 8
asigne to manage the requiem, andthe stats ofthe requirement shoud be documented in the
Semen tacesblty marx For rg projects howere including al this information in the mar
Find make cumbersome and iheultto er. Another option sto store thi dataina separate repository
reserving the marisa aneaytorefrence tal For the exam simply understand tat he requirements
Pac mate inks requirements to objectives and/or ater requirements, and hat he requirements
hote buch a ideticaion number, source, ad tats als need tobe document

sing responsibility fo management ofeach requiteren imlarto the concept ofiskowner
descente "Ri chapter An ower helps ensure ne customer receive what hey asked or and that
‘he objectives are met. Assigning team members fo manage requirement lo helps fee up the projet
rangers time The rl frequirement owner ie another example ofthe typeof work tem members may

Adena projectin addition to thi efforts to produce he product

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162. Define Scope
The Define Scope proces primary concerned with what sand not included in the project and ite
Asiverables. Ths process uses information from the project char, scope management pla, the
requirments documentation crested inthe Collet Regiments proces th assumption lg, andthe
ik reitero define the project and product scope

Remember hat planning is trtiv. When he roquiements have ben determined and the scope is
ened he pojc manage fallos th project management planing proces to determine the schedule
and budget. the resulting schedule and budget do not mes the sponsor or management expectations
forthe profes the project manager neds toalance the requirements (ope) gains badge and chedulo
constraint: Trough trations option for mesting the cop, schedule, and cont objects ofthe project
tre developed. These option re then prevented to management for decision. This work may inde
ompessng the schedule, identifying arate mayo perform the work on the prfet, or adjusting the
budget or sope The ret isa reli schedule and budget that can achieve the projects agreed
pascal

The proceso scope definition ongoing hronghou the projec. The llowing ae two key eons
this proces important onthe exam

+ Many project managers compli bout unreal schedules. or the exam, ou need to understand

that une schedules ae the project manage al because they ave not done lasing inn

iterative way, as described in the previous paragraph, Proje manages must reconcile the scope to

the schedule andthe budget, at well a o other project contains, to resolve any ies before

work begins

+ Projcermanagersspenda lage portion ofthe time during exectig and monitoring and controling

looking for options to adj the project and sil met the projet shed or budget Therefor all

the ana tots used in planing to come up with a eat schedule and budget are als uted

vea works being de

Whether a projet use a plun-diven or change-diven approach, the proces of Deine Scope ie
strated ae the project rogrses Is porpors ie aways o determine wha scope iran is ot inthe projet
How would yon nie un adaptive appooch when defining scope! Do you know what method you would
‘te Vos net have an understanding ofhow to to your profec and us gl methods when king
the exam. your unfair with the concept of nebosing read the et section Caray and tik
shout how you would ure this technique on your el wer projects.

"Tineboring" Letsreriewthe concep oftineberng Atimeboxis short id perodin which a defined
set of aces or work undertaken. Ifthe work planned forthe timobox st compete within the
imeirame give, the estos what hey doingand simply eves the uncompleted workon hehacklog
tobe undertaken in another neben. Thebans allow agile tums to adjust ther scope to achive the
ist pro best quality product within ed os nd meframe, as depicted inthe age rangle of
constats, shown in iure $6,

Timeboxes help bring some leve of order and consistency to an otherwie highly variable work

environment They er regular opportniis to asses el, pater feedback, and control the overall
ots and sofa projet

(© 2020 RG cata ne” «952.540 44 «Hema mom

163. cet

GUNES Aiton loma

Product Analysis As otedat the beginning ofthis section, part ofdehning scope i determining what
fie éivoabes ofthe pro} sis perfomme to analyze the objectives and description
tbe products stated by the customer or sponsor Tat information then used to define tangible del
‘ies The work of product analyse may eta analysing the product description and sated requ
‘hen or wing technigues such a systems engineering, vale analy, or value engineering. Product
Ina cial tool tha als te project manager o make sure the produc and projet cope are
Snderoad and accurate For the exam, reas you may need to determine and deine delveahes as pat
the projec ater than receiving compete ls from he customer

Project Scope Statement”? the primary restr output ofthe Define Scope roces she project
serpe statement. This document in eft sy, “Her is what we wl do on thi projet” Orit could a
“Herts the approved projet and produc or eric scope or he project” On a plan driven projec, the
evelopment ofthe project cope satement can ke ato oftine andinvole the expe jugent of many
Stlelders and even expert from outside the organization. The projec scope statement or à change
kien pojc wl be less eto, bt wil lave fiin deta to define what in and out of cope.
“he product scope willbe progressively honte as needed, While defining oquiements an, in tum,
ng scope, you should Alentar where people requested scope bt it wat not approved to be
ine the project You shold also lary areas where the scope could easly be misenderstood. is
as of projet time and money to erate scope that snot needed or approved yet sexy fr this to
‘seu One may to anid this problem san inthe projet scope statement whats notin the project,
tome fla that ach dition are not slowed
The projet sp statement along withthe WBS and WHS ietonay (described inthe next sector),

comprise the scope baseline, which spc ofthe project management la. The project scope statement
mayne the flowing:

+ Prodsct scope
* Projet scope including description
* Deivrbles ofthe project

Whatis not part ofthe project

* Assumptions ad constants

164. Scope Decomposition mot 156
What isa WBS? Correctly understanding this project management ol sentia forces project,
and for passing the ox,

5.2 Exercise Test yours! What isa WIS? White the answerin your Excise Notebook.

Answer The WBS is vin organiztoal to! showing al of the scope on a projet, broken
oven into manageable delvershes ss work package I helps ensure that no deliverables are
ised. Iisa requedartc forall projects ina plan-divea predictive environment. Rend he ret
‘ofthis sation %o es more about whats WRS nd how ade value to projecte. Here re jst
ewaddionl anges that may farther define a WBS,
+ The construction of WBS graphical provides structured vision fora project and pet
ensure tat nothing, Inici deliverables, foot.
+ Wik WBS, pouces bre dom deliverables into work packages (smaller dlerble,
aot active), A WBS als shows how work packages ar derived,
A WBS i created with input rom the team and stakeholder. Lnvoling the team and
stakeholders help gain buy in ad increased buy in eds improved performance.
“The proces ofretinga WBS lows the tam to go through aprojectintheiemnds and thus
improve projet plans. The excetion af projects typically ease and les risky aa rest
Being male inthe creation of a WBS helps people beter understand project. It ako
rakes à projet seem more chiral
A WBS shows complete hierarchy oa project, making it ir ose how one deliverable
relates to anche.

ee the WES cxamplein figure 7.

ma

FRURES7 A WBS (on emma or amb fare cretion nd san prj

165. Most commonly the project mame goes atthe tp ofa WBS. The et eves ype he same the
development lifecycle, The subsequent levels break the project int deliverables which ar hen broken
a in ino smaller component deliverables, liatly o crete work packages (described nex)
Sec decom nue ot reaching the level appropriate to manage he project.

‘Di you know that a WBS allows you to break dawn a seemingly overwhelming projet Into pieces
yon ca plan organize, manage and control? The restion ofa WAS san rt to decompose delvenbles
Po male component deliverables cad work packages Decompostion can be done using top-down
Anpronch (starting withthe high-level pieces ofa projc), a bttom-up approach (starting a the work

age level), or y following organizational and indurtry guideline or tempat

Note a ona WIS, work fers noto an activity bao the work products or dlverblesthat es
from an act or group of activites So, or the era, note ha each work package sould consist of
Fine dings (Celie), ater than actions (activi). WBS sdelreable-orented. This does not
Pan tat on customer delwerables are ieluded, The complete scope of project, including product
ope project cop and project management ert ae included as wal

«y WBS unique, and every project manage will approach creating WBS in iheir own way. Bot

hee ew plein ht every prof mange sl low bocata WS

AWB shoud be created bythe project manager using inp om the team and other stakeholders

+ ach level ofa WBS ea breakdown ofthe previas eel

«An entire project shouldbe includ inthe highest ees of WBS. Eventual some vols wil be
the broken down

+ WBS include only projet deliverable at ar required, dliverbles not incladed in the WBS are
not part of the projet

During planning, the projet management ea and subject mater expert breakdown the scope
lesion until the wok package levels reached Tis occur when te diese
+ Can berexlsicaly and conden estimated (inching the stints, dation, and cost associated
wath them)
+ Canbe completed gui
+ Canbe completed without iaterruption and ethout the need for more information
+ May be outsourced

At this pin, you might eater the work package items tthe lowest vel ofthe WBS—ito

some sot of projet sedal sofware, You would not yt ale the tof work package by using
Solar however That ist comes fom the tation ofthe WBS,

166. “The evel inthe WHS are often nambered for ase af Jocaton later. When the WES is complet
Identification numbers are assigned to help dings where a work package i inthe WBS. There ao
many diferent nombering stems you can ue Figure $ provides an example

en
woreda

You may see the tems “contra account o “planning package” on the exam. Sometimes found at
higher eves within the WBS (shown ln gue 58), a contol accounts toe that lows yo osos
and analyze work performance data regarding cost, sched nd scope. Control count, which may
include one oe more planing packages, provide way o manage and contol coms, sched and cope
higherlevel than he work package ach workpackageinthe WHS isasignedto only one contro acount

As planing progress, the tam break down the work packages from the WES into the schedule
activites (or "active; for short ha re required to produc the work packages, Not that thi forthe
breakdown ofthe WBS into an activity ists done as pat oh schedule management proves of Define
Actin The team ues the project scope statement, WBS, and WAS dictionary (describo ter in hs
ape toelp deine which avis ar required produce the deliverables,

For example, on sal projects he WES is often broken down into work packages that tke between
4 and 40 hour to complet Medid projects may have wok packages with 810 80 hours of wot
(a age projects however the work packages may be much lager and could vor 300 ours of wor.
‘Thecefoe the Deine Activites process i expecially importen on large projects Think about how this
oct dierent ona large project than on a al projec

Lfyoue company works on many similar projcs, is Important orale that the WBS fiom one
project may be used a o basis for another. Therefore, the project management ace shoud collect and
Share WBS example and encourage the cretion oftemplates Projet WIS become parto the companys
‘onpnistional proces aut, and may be used by similar projects inthe future,

Gres project manage no only se the vale of the Information provided inthe WB, they alo
recogate the value ofthe effort svolved in creating the WBS, Doyo ral understand what a WAS ie?
Thy the next exercise you mis many of de answers, review this section and rethink your knowledge
before taking the exam,

5.3 Exercise Tes yore! What ar the benefits of wing a WAS? White the answer in your
serie Notebook

D aa re 950.6 4494 + Hc mon

167. Answer “he flowing are Benefits ofusinga WBS:
Help prevent work rom siping through the cracks
+ Provides project team members wth an understanding of how deliverables tinto the oer

projet management plan and ie the pros eum an indication of he impact ofthe work
On he projects vale

Facilitates communication and cooperation between and among the project team and
her stakeholders

eps mange akchalder expectations regarding dlvebles
speiden es

Helps prevent changes

Focuses the projec tans experience on what needs tobe done rerlingín increased quality
ands project hts easier to manage

Provide bals for estimating resource, ost and schedules

Provides proof the ned for resources funds and schedules

Helps wth planning one efors and establishing acceptance entra for deliverables
Gets en buy in and build the project tam

Helps people beter understand the projet

AWS isthe foundation of project. This mean almost everything that occurs in planning fe the
rain ofa WSs related tothe WAS Foc example, project ost and schedule sre estimated he work
hago activity lel and not forthe prjetas a vice Alo nate thats WAS can hlpa projet manager
Fenty mare rks by examining a projet a he work package Level. Work packages are asigud to
jdn e parts of the performing organizan, depending on the sae ofthe project. Do the
icons shown in figure $:9 make sense to you?

Project
control

Procurement ‘ati

‘management ist

isk Network
management was aan

Quality
management None

Buégetoo ——schequing Ent

PRE 59 The WES he fonda ej

Let think abou the projec control clement in figure $9, Many people forget tous the project
‘mangement tools rom projec planning wil the works being done, They may create a WBS js because

ts areqled part fa complet scope baseline but then forget about Aa eal they do nt gt fall
benefit ofthe toa

(©2000 UC Asta." EZ EO ec con enr ca

168. 5.4 Exercise. Wit do you d with WES one as been created?

16 you were going o ts someones WBS knowledge, would you atk questions about the base of
creating a WBS, or would you tet her knowledge by aking bow a WBS cn help a project man
get beter manage a project? The exam strongly weighs award theater Stake sometime to
‘eal think bout is question and write the answer in your Exercise Notebook.

Answer When competed, the WBS can be used any tne the scope ofa project aged to be
related. For example
When here isascope site change request project manager can use the WBS long with
the projet scope samen, to determine ithe request within the planned scape of
the project,
A project manager can use the WBS a prt ofthe integrated change contol process to
‘cunt impacts of changes that le to scope
Project managers an control ope creep" by wing the WBS o reinforce what wrkis tobe
done (The term scope cee rele to cope ncressingovarying fom what was plied)
The WES can be used aa commanetons tol when discusing the projet withthe tam
the customer

The WAS can be set help nee team members ses heirroks on he proj.

FIT There may be many WES references on the exam, To answer these questions correct,
[EH cementera «BS

+ Isa graphical picor ofthe hierarchy ol projet

+ Mentiesaldlveble tbe completed (fits notin te WBS is ot art ofthe projec)

+ sth foondstion upon which project but

+ leveryimportantand should est for every projec.

+ Ensures thatthe project manager thinks through al aspects fa project

+ Canberra for other projects

| The exam may we the erm “docoastructin stead of“ Jecomposition” Bol tem mean the

WBS Dictionary ink bout how a wok package eet in a WBS, It is al described sing
only one oo words. Bt signing a elverble wäh such a brief description tos cam member allows
for too much ossble variation other wed tallow fr scope rep. A WBS dictionary she sation
to this problem This document provides a description ofthe moto be done or each WHS work package,
nd it tthe acceptance ete for each dlvrbl, whic ensres the esting work matches mba
needed. Therefore, project manager can use a WES dictionary to prevent scope step befor work eet
Sars ater than dealing wih scope sep wl the works being doe, :

2 00 RC PARE." 62 BG HH A Ca mm

169. the WBS dictionary san output ofthe Crete WBS proces, This document maybe wed a part of
sock mthorzton sytem which informe tam members when tec work package pong to star. A
Ws endende, and other information about wrk packages, You ca louse tt control hat works

"hen, to prevent scope cep and to soli a sakeholders understanding ofthe fort required for
ork package. The WAS dictionary essential pats boundaries around what is included a work

EL Note that some of the eis in a WAS tony, such sduatons and interdependence, moy

[AWD dictionary may look sar tothe example shown in gure 5.10

Control Account | Work Pakage Date of Update
ms Name/Nomber

Work Package Detvruble Description
Work Involved to Produce Deliverable

‘Acceptance Criteria (Howto know ifthe deliverale/ works acceptable):
Assumptions and Constraints
ality Metric

Technical Source Document
Risks

Resources Assigned:

Schedole Milestone

Tntedependencies (before tis wok package)

Interdependence (ater tis work pack)
Approved by: Date

PRESA was.

170. Scope Baseline As discussed inthe “Integration chapter, basslines help the projet manager contro
thet projects Baselines ae simply the nal and approved sons of certain pec ofthe project manage
tment plan For scope the busine made wp ofthe fal versions ofthe WBS, th WBS dictionary andthe
‘project scope statement that ae approved at he end of planning, before the projet work begins. As the
trorkonthe projet isbing done, Ihe projet manager reviews how the projets progressing and compares
{hat tato the sei by neering the following questions:

2 Howisry projet gong and how does thet comparto e baseline?

+ whatscope as been completed om the project?

+ Doesit match what defined in the WHS, WBS dictionary and project scope statement?

scope ls needed thats not inthe basin, a change has o be formally approved through de inte:
gated change contol process, and ne tet or m) needs to beaded tothe WBS, WBS dictionary,
And projec scope statement to show the scope addition. This updated documentation becomes the new
‘cope baseline for the projet Any other component ofthe projet management pn and project docs
nents hat ac afecto bythe change inscope alo need tobe updated incadingregirements documenta
tion and the awumptioniog

Measurements of mes include whether the proc has met ll the sequicements including the
scope basin. Because project manager performance evaluated along wit he success ofthe roe,
it essential o we the tool techniques and practice of projet management ia Ihe el world. These
assets make itso much ese to achieve succes on a projet and to get great evaluation of your own
Peformance tthe project manage.

Validate and Control Scope _ ice 163

Many people ar confused about what mens vldte scope Ifyou correct understand scope contol
“and valio from the perspective of the PMBOK* Gude, you can get more questions aight on he exam
“Thee net ew pages wil clay the process of aiating cope long withthe process contraling scope,
snd wl help you ind gaps in your knowledge

Fin think about the name ofthe process scope validation. Many people think Validate
‘Scope means config the validity and appropriateness ofthe cope debio daring projec
planning, Thi i incoret, however The Validate Scope process actually involves frequent,

planned meeting with the customer oe sponsos to gain formal acceptance of deliverables during proje
monitoring and controling, That a big dierence, la

Lets look at the inputs to this process. Te this exec,

55 Exorcise In your Exercise Notebook, can you list “what do I need befor Lan” validate
‘cope? (The inputs of Validate Scope)

Answer

+ Work must be completed and checked before ech meting wit the customer therefore you
mas ha bat an called verified delerbles rom the Control Quality proces.
TES help to have the approved scope with you when you mest withthe sten, so you
need the scope Dateline fom the projec management plan.
You also need to har infomation aboot the regiremente of he project and show the
‘sim how hose requirements ave Bee validated. This information canbe found in he
Foquirment management plan and theraqurerenstacealiy rate.

© ZUR Paar,” = 952.846 MEL «Home on emma

171. Inaton, you should hav the requirements documentation with ou in onde to compare
the regiments to acral rt, You can then determine whether an action or change
needs totake place

Other project documents euch ae qualiyrepotsandlesonssred shouldalsobereviwed
2 the start ofthis proces. Quality reports can include information about open or closed
Esos aswel as iso management wll lessons eared canbe ued to improve the proces,
of validating projet deliverables.

Another component you shoud have from the projet management plan isthe scope
management an which hows the pero grec-upon deliverables and plans for gaining,
{ema acceptance for the

Las you wl need to fer to work performance dus from the Diet and Manage Project,
Work process to nes how wl product deliverables re meeting he requirements

EE Did yo noice that we it jt isthe inputs, but actual described how they wile used?
EF whancre you think about the inputs of «project management process make sure you can
BARA describe them and explain where hey come rom and what they can ofr Similar make sure
us understad how outputs ow logic from eich proces For the exam, this deeper understanding

Ar fe give you more insight int station questions, help you distinguish betwen relevant and
“taneous del and help you west the comet answers

Noveltstey output (omteomes).

5.6 Exerelse inyouc Exercise Notebook tt youl have when youre done with he Validate
‘Scope proces (The outcomes routpuß of Validate Scope.)

Answer Another way oflooking sta output isto thik about why youare doing this and what th
pete els ast Scope don 19 ep ensue the projects on track rom the customer
point of view during the projet ater han ju hoping get nal aceptes a projet sure.
À betr to And changes and sues doing the project han atthe end. The customer vil eher
{cept dlverbles or make change requests, a eter css, he projet document wil ned tobe
‘updated to eet completion or changes. Therefore, the outpts a:

Updates to project documents

+ Work performance information (alyzed work performance data)

+ Accepted deliverables

+ Change request

Beyond the potential misleading name, there ae afew more tick aspects of he Validate
Scope process Fast itn be done a the end ofeach project phase th project ele (to
get formal acceptance ofthe phase deliverables along the way and at other points throughout

Uheprojct spat of monitoring and contraling(ogetformalscceptanc of any delveralesthat require

prova inthe male ofthe pase or projec) Therefore, you vate scope withthe customer mlple.
{mes throughout the fe of «projec I à change driven projet, this wil happen at the end ofeach
cation as par ofthe ation review withthe customer Second the difference between the ite
Scope and Ihe Close Project or Phase processes can also be à ite tricky. Whereas the Validate Scope
proces resus i formal acceptance bythe customer of interim delverbls part of he ran forthe
{lose Broject ot Phase process sto get nal aceptance oe go. om the customer forthe project oF
Phase as a whole. The fied ricky spect is understanding how Validate Scope ates to the Control
iy process. See the high-level gram io gue SA

© COC Rens, "#22 AEA ECE «mec on

172. colt cetera
(part Diet nd Manage
Prete

y Cage ss ets
Pat ty a touring ane

onan Per» eal asap! ars
wn ea) apa

|

et wih customer
(ate Scope process)

GAMES Rial ben 4

Alihough Control Quality general done rt (0 make sure the deliverable meets the requirements
or it shown to the customer), the two processes ae er similar as both ive checking forthe
cames of work The diference i the focus ofthe efor and oh i doing he checking In Control
‘Quay the quality contro department check to se the requirements pid forthe daliverables are
ret and makes sure the work is comec, In Validate Scope the customer checks and hopeflly accepts
the deliverables

Many project managers o not ely conta theirpoject hiss tue for you, youmighthave some
gap in your knowledge. The Control Scope proces inaiesneasuing and aceso work performance
data again the cope bassin and managing scope base changes At any point spojey the project
‘manager mute sr tht he spe is Being completed according tothe project management plan As you
take the eam, assume that he project manage is control ope inthis way Assume prope project

managements being done on the project unless the question stats servi.

To control scope, you first ned to have a es definition of the scope (Ihe scope bain rom the
projet management pn), and you need o have work completed onthe projet, You also nesdtobe are
‘ofthe orginal requirements recordedin he requirements documentation an the equvemeats traceability
matrix (pots o this process), You then uve o mesure the completed wark guint the scope being,
perform data analy inclodig anahing any varices, and determine whether the warnen are
Squat enough to warrant changes If necessary, you would submit a change request through the
Perfor Integrated Change Control proces to aes the impact the change would have on all aspects ol
the project New work performance formation may rest long with updater tothe project management
plan andprofeet dacements

Remember hat the Cont Scope process is extremely proactive includes thinking about where
changes to scope ae coming rom on he projet and what can be done to prevent or remove he ned o
‘ny more change rom ha source, Properly wig project management tol Lehnigue, and practices
leave you fom unaecesan problems throughout thei ofa projet

Asa projectmanager, our jobs nt to just proces other peopl changes, isto contol the project
to the project management lan and to meet ll baches Therefore, you should nat be ess swayed ot
influenced, and yon sha not let eters add scope or change scope without allowing the approved
change maragement proces und without ensing Ce suggested changes ar within the planned sope of
{he project. As dscusted cr people who want wart be done wil xy to adit tothe project whether
itslogclly prt ofthe project or not. So you must onto he project op

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173. practice Exam
tl am

À, The produc ofthe project has been completed and delivered tothe customer bythe eam. They ar
med bythe customer tat several ofthe deliverables ae not aceptbl, as they donot met the
nens speed alin the project. The project manage and am review the requirements
caen und arin agreement ht the produc deliverables met he customers requirements
Say undertand hem. The projet manager who le new to the organization, sees the advice of the

Se management ofi in dtemining what went wrong Ae some discusion te PMO relies

de Validate Scope process was not performed appropriate by the project manage. Which ofthe
flowing sa key output of the Valdte Scope proces?

A. Amore complet scope management plan

3. Customer acceptance of project dlverbles

(© Rosuirementsanahis

1. Confirmation ofthe projet scope statement

‘om an age projet, who is responsible for prioriiing the produc taco and keeping those
provi upd?

A. The project manager

3 The product owner or customer

©. Any interested sache:

D. Theteamlender

the work breakdown structure can best be thooght of as an elective aid for

D. Stakehlde

During project sccuting, team member comes tthe projet manager becas he s nt sure what
work he eds to accomplish onthe project Which ofthe allowing documents contains detailed
escritos of work packages?

A. WBS dictionary

D. Act le

©. Project scope statement

D Scope management plan

Daring which pac ofthe project management process the project scope statement created?
B Planning
D. Monitoring and cootolling

OIC ats ve." #95226 AN Br cu»

174. 6. ‘Te projetis mostly complete The project hasa schedule variance 0300 anda cost aianceof 00,
A but one ofthe qual control Inspectins ave beca complete, and al have met the quality
requirement A ems in these log ave bon resolve Many ofthe resources have bee ese,
The sponsor is about to call a meeting to obtain product validation when the customer notes the
project manager hat they want to make major change to the spe The project manager shuld

A. Meet withthe project eam to determine this change ean be made
1. Askthe customer fra description ofthe change

CC Explain bat the change cano be made a this poitin the process
D. Inform management

Marktinghas asked fo copy fue pan for your ale projet inchedng herecase date andthe key
features tbe incdedin ach eens, What wl yon send the?

AL The tes product road

BB Aphoto ofthe tants Kanba board

©. The rt page ofthe produc backlog

D. The product owner requirements erro

“The program was planned years go before there wasa massive itrodutin of new technology While
planning the next project ths program, the project manager has expaned the scope management
Plan because ar project becomes more comply, the level of uncetintyn the cope

A. Remains the same

Decreases

D less

Your agile development tam cat gres on the best approach ta building the nex product increment
Asthe projet manage, how con you hep tbm sole this debate and move ford?

A. Askıhen todos Benchmarking study ofthe problem

3. Facto team mesg to help them work through thei irn.

©. Askto se some prototypes ofthe various options.

D. Sogges hat thy take vote and proceed with the winning approach

Tomanageaprojectefetvy work shouldbe broken down nto smallpices Which ofthe fllowing
doc not escribo how ar to décompose the work

A. Untilit hat meunngflconelasion

3. Untlitcannot belogiallysabivided Farther

€. Untlitcan e done by one person

D. Uniitean bemalt estimated

A project has just stated the second phase, in which work packages ar being created. À new tar

member as competed his work packages or ths phase and has ake the project manager to valle

of his work packages, The team member i anxios to have the customer see his work
packages The project manger alg confident in his new tam member, wants the tem member
Fo gain confidence after the customer ses i work packages When should he Validate Scope proces
dones

A. Attheendofthe projet

B. Atthe beginning othe project

©. Atthe end ofeach phase ofthe project

D. During be planning processes

175. 2 A projectmanager may use to make sure the team members lay know whats included
Inch oftheir work package
A. The projec scope sats
‘The product scope
© Tre WBS dictions
D. Theschedsle

‘om an age software development rue the project manage asks business stakeoldes 1 rate
er ries which wi be usd in the developmen and testing ofthe new application. The main
Purpose of user story:

A. To document atures or function required bystakeolders

To rete record of seus encountered onthe project,

© Topesformwhatstsaaysis

You sremanapinga si month project and ave heldbiweckly meetings with your project stakeholders,
Ah re and al months of wr the project som schedule and budget, Dat the stakeholders are
ota withthe deliverables. This stato vil delay the projec completion by one month The
‘how important proces that oul ave prevented thi station

A. MontorRisks

Conta Schedule

€ Deine Scope

D. Conta Scope

‘You hae jst joined the projet management os ae ve year of working on projects. One ofthe
things you watt nich 0 pour company is the vale of resting and ulin work breakdown
Structures Some ofthe project manager are angry that your asking em to do “eta work Which
tthe flowing i the best thing you coud tll the project managers fo convinee ther o use work
breakdown strates?

A. Work brsklon runs wil prevent work rom ping ough the cracks.
Work breakdown structures ae of rater ae on are projet
Cork break cars are best wher he project moles contract
D. Work breakdown structures are he only way to deny ke

A community college as asked you to manage a mall projecto develop an introductory cours for
people who want to Become family childcare providers. Ihe team sig an ale approach, and o ar

thetehas ben much upfont planning requirements gathering group of thee clare experts

an servigas authors” (bject mater experts) forthe project, working remotely They have sen you
‘ot of deus for designing the cours, ut everyone seems to havea dife pinion about the best
Approach How can ou bes help resolve this stalemate and move forward?

A. Review the authors input chose the es desig, and send to the team fr development

3. Papas a contest daga to map how he course design itesfacs with the staleholer
Bring the ches together and ale a design session to hep them come o consensus.

LD. Have the team develop a prototype based onthe sthor ies, bd ack the authors to review

Alf the lowing are parts ofthe scope baseline except te
Projet scope satement

176. 18. One ofthe stakeholders onthe projet contacts the project manager to ica some addtional scope
they woul ie 10 add to the projet. The projectmanager as or dea In ring and then works
hough the Control cope process What should the projet manager d net when the evaluation of
the requested scope is compete
A. Ask stakeholder if ny more change are expect
3. Complete integrated change cote
© Make ur ih input ofthe change is undetood bythe sakehlde.

D. Find out the oot aus of why the scope was not denied during project panning

19, Which ofthe following anoutpat ofthe Cot Requirements proces?
A. Requirement traca matrix
B. Project scope statemen
CC. Work breakdown trace

20. Whatisthe most fective way to provide actionable ec for your apie emotion design?

A. The project manager hou sted the tan reviews and retrospective
3. The product owner should cael review the early incomplete incremento
€. The project sponsor shoul review the ear lease nd tration pls.

D. The Qh team should de comprehensive testing the features before lease

21. Validate Scopes oul etd to

A, Control Qualiy

€. Manage Quali

the development phate ofa ne software products near completion. A number of quality sues have
incensed the cot of bulding the product, but he projet manager and tum fe hese casts wil be

inconsequential once the projet gets to markt, The neat phase ae testing and implementation. The

Some ua of che Which of tang ose oud the projet mag
A. Vat Scope
Ron Qt
D. Comic
23 Alina reel you ae maagngapensto ae me msg soe Yourandetandng
{ower any tal acen werk caps inte pj os av sen sme ld
A nrc ngage
€. Vereine sas fen laa eat wok
Too made

177. 4 Which ofthe flowing bet describes the Validate Scope proces?

A. It provides assurance tat dhe deliverable mess the spciestions Is an input 1 the project
agement plan and an out of Control Quai

he Rennes the deliverable is completed Un, ensues customer acceptance, and shows the

rende meets pecans,

(€. Ir emures customer aceptance shows the deliverable meets speciation, and provides a
‘hance for dierences of pinion to cometo gh
p. Tian output of Control aby occurs before Define Scope, ad ensures customer acxptance

+5. Which ofthe flowing est dsc te démence beten th Control Sage proces and ihe
Paton nerd Change Cont pct?

À cont! cope fess on mang changes the prods cop and Prom gt Change

Cohen our on como these ofthe poet, and Porm negated Change

D. Cente Scape ors on ing charges oe rods ope nd Prem Inte Change

2, Ws Monday morning, and you jus found otha the ead develop on your gl tam has ron is
eg and wi be out for sx weeks The tum in the middle oa two-week tration that end inf
dp on Thursday What shuld you do?

A. plain that everyone wil nd to work over to complete their are upon teation ral.
5 Pospone ale upcoming tention deadlines and th xt eee dite

€. Askthe team how much of theteration plan canbe completed by Thursday

D Ask 0 find temporary replacement on rush basis fom another tum

27. Being prepate todo a compet job of developing and naling the scope basin requires that ou
hare done thorough and tel ob of denffing and analyzing stakéhades and of collect
rarement The derelopnent of the scope bassline can best be described as oi

A. The functional managers
€ Allthe stakeholders
D. be business ala

28. Tecos performance index (CPI) onthe projects 113 an he bent cost ratios 1.2. The project
seope as ret by the cam and stakchlder Requirements hae been changing throughout the
proc, No matter what the projet manager has teo acomplia managing he projet which of

Havingto ct cots on the project nd increase benefits

Making sue the ustomer ha approved the project scope

Not bag able to measure competion ofthe product of he projet
Having toad resources tothe project

178. 28. Which ofthe fllowingis comen regu to the Control So
A. Bifetive scope definition an esd 1 a more complete project scope statement

B. The Control Scope process mt be done before scope Panning

© The Control Scope proces must integrated wth other control processes,

D. Contig the schedule the os Bective vay of connai scope

he product owner on your ale projects earned that a competitor plannig to reese similar

roduc tothe one your tums workingon. To make sure your product wil be competi, she bas
ed wo major nen fare to the bao. Your em eats tha his additional work wil take
one week erations to complete The sponsor asks you how this addition wil impact your abit
tomeet the delivery deadline. How do you respond?

A. Wei eee on tie, but the else version won indode the est important fares
B. ie ile crash the work, bute release maybe delayed by up o five weeks

Le hou stl eleaeon tine we ar bl to shorten the weal esting proces

D. Ve can tresse on me you author oven pay and temporary help othe tem,

31. Which ofthe following best describes product analysis
A. Working with the customer to determine the produc desrption
BB Mathematically analysing the quality desired forthe project
€ Gaining à beter understanding of the peoduct ofthe projet in onder to rete the project,
D. Determining whether the guy standards on the project canbe met

179. Answers
[> BR

1, Answer 3
Explanation “The output ofthe Validate Scope process customer acceptance of project deerabes
The other chokes alhappen during project planning, well fore e me the Vaate Scope proces

newer B
Hsplnaton On an agile projec, the product owner or vale management team is responsible for

Fria the product backlog andkeeping the prone upto date hs rol represents the business
End serlo best understand the vl thatthe product space to delve The members ofthe
‘Sevlopment tea participate by estimating and veviewing the product backlog tems, ut they don
frre the work, Also the cam works collective, often in meetings with oer staksholders, so

thet iovlvement ir ted to the team leader Finally while various stakeholders may partite
ini proce e need, ts correcto sy that "ay interested stakeholder” is responsible forthe
backlog peris.

Answer D
planation The er “stakeholder” encompase ll the ater choice, I hs cas, it the best
anwerinceihe WAS canbe sedas communications tool oral stakeholdestoseewhatisinduded
inthe projec.

Explanation The WBS dictionary defines ech lementin the WBS. Therefore, descriptions of the
‘work pages ae inthe WES dictionary Activity lt may identify the work package they reat
to but ey do no contain dead descriptions ofthe wok packages. The project cope statement
(tines the project scope, bu it does ot describe the work a tam member i signe. The scope
‘management plan desees how scope willbe planed, managed, and contd, doesnot include
{esciption ofeach wok package

© Enplanation The projet scope statement san output of the Deine Scope proces, which occurs
img project planing

6 Answer B
Explanation Do not jump int the problem without thinking The customer only noted the projet
manager that they want to make «change. They did not describe the change. The project manage
hold not sy no antl they know more bout th potential change, nor should the project manager
fn to management without more information. he project manager mast understand the ature of
the change and have me fo eat he impact ofthat change before doing anything se. OF these
‘hice theft ting fo do so determine what the change i. The project manager might then
alé te potential change withthe team, but one input required

Explanation The equitements hierarchy plan and itis sully created bythe product wae
mp outines hw the requirements wil be broken down into progresvely smaller piece The
teams Raaban board sta plan eher. As simply a diagram ofthe work hats curry moving
through the development roces The product backlogs pitied master st ofthe wok that sill
reds to be dons butt does nude the panned release dates othe features hat wil be included
in euch lese. To provide the requested information, you wi need to send Markeing the teams
produc roman The rondmap sap locst equivalent to a adiloal projec plan.

2000 ACA = +92 04 AU mom mm con

180. Explanation Not all questions wile dificule The Level of uncrant in scope increases based
on he scale of fort require 1 ile all the scope. On lager projets 1 more dial to
Each everthing

Answer D
Explanation Nether doing a benchmarking study no developing prototype ls ey tobe leant
sel for determining how t bud tb nest product increment acting eam meeting might
be lpi but thie tthe best answer since the scenario plc hat the team has lady been
trying workout hi difeences nd as got tuck, Voting onthe options ca help tern move
forward wen they area to ach a consensus.

Explanation “The lowes level of the WES ia work package, which can be completed by mare than
one person. The other choices ae aspects oa work package.

Explanation “The alt Scope proces occurs during projet monitoring nd control, ti done
atthe end ofeach project phase to get approval for phase deliverables as wel as at other olas o get
prov for itr debates

Answer ©
Explanation The project scope statement desees work on a gel bss, Work packages need
to be specific to enable team members to complet her work without gold plating The product
Scope dos ot tel tum member what work aged to them. ho team shoal have a copy ofthe
ble but schedule docs not show them what work included in each of tei work packages.
‘Work package are decribed in he WBS dictionary. NOTE: Do not thnk ofthe WES dictionary a à

planation A user tory ia way of stating a requirement, offen using the folowing format; Asa
role», Y want <fanctonalty/goal, so that <businessBenet/motiation>. Use ris may be
‘developed in cation setos or as prt of ober egucement-gatheing activites

Explanation Monitor Risks, Control Schedule, and Conta Scope are monitoring and controling

processes. This tion ass how to prevent the problem, which would have been dene daring
piano. The project delverables ae defined in the Define Scope proces, which par of project
planning, Good planingedace the iklibood ofa situation ie the one described in the question
Ey including height people and pending adequate ime can the project scope

Answer A
Explanation Work breakdown tructresare required on projects of every sie reparessof whether
contract ae involved Work breakdown structures can be wet help def as, but scan be
‘ented using other methode a well revealing work rom being orgoten (dipping through the
crack) is oe ofthe man rason the tools used and isthe best choice fered her.

Explanation This scenario call fora chilled elite o bring the authors together and guide them
toa convenus, Choong the best design yourself would be outside te cope of your role a the
projet manage since the authors ae responsible für the content. That woul also contact the
Sole pincple that collective decision makings he bert vay to maxime value, Creating conte?
diagram or prototype would be helpful hi acer ace those tool would help te author
conve tos consensus abot the course esi.

©2020 BU ai, = 95284644 + mon + wen cr

181. answer A
Aston The scope baseline inches the WBS, WBS dictionary. andthe project cope statement

Fre cope management plan not part ofthe cope tee

Answer B
Alo Notice that there are man things the project manager could d ltd inthe choices;
Res the question asks what the project manager should do next. Management ofthe changes
Pompe when dae Conta Scape process complete, tis important o look he impact ofthe
Ms ater pat ofthe projet, such a schedule and budget Therefore, performing integrated
‘SARE contrlis the best thing to do next. This would probably be followed y making sue the impact
‘ins changes understood bythe stakeholder, then determing why this scope was not dentied in

inning and akingtheskcholderifmore changes ar expected

{aplanation The project scope statement ian corp ofthe Define Scope process The work break
Aal rte l a output ofthe Crete WBS process. Scope change requests ae outputs ofthe
‘fue Scope and Control Scope processes The requlemenstceabity maris an output of the
allt Resutemens process and sust track requirements throughout the e ofthe projec.

Answer B
Explain It might appear that none ofthe fur answer options refer t the team’ elton design,
But in fc, a cr review ofthe each complete increments provides the best opportunity for
kehrt shape the design ofthe soliton, Since this when the eam dein the vest ofthe
«conte cost of changes quite low and the opportunity orinduence high The teams plas and
een usually won provide much opportanty fr reviewing or inuencin the sation design
Pal waiting fr ttle release rely fates willbe by far he most cost and inficient way t
eve the design nd sages changes.

Fsplintion Control Quality checks fr correct, and Vldte Scope checks for accepunce

Explanation The Validate Scope process deals with acceptance bythe customer. Without this
pane the project manager wl mt be able to move iat the next projec pas

Explanation Mach ofthe work on the projet is dictated by the project scope statement. Any
impmeiionInsuch aky document wl lead to difering interpretations.

Answer €

Explanation The project management plan i completed before the Validate Scope process. The
‘Validate Scope proves docs not deal with ime, but rather with acceptance. The Vldte Scope process
doesnot cru before the Deine Scope posts. Te choice ting ha he Validate Scope process
vars casomeracepance, shows te deliverable meet specications and provides a cance for
“ference opinion to cometo gt emily corea making hat he best anse

Explanation Notice how the choices ar similar o sch other? Simply oi a the fst part ofeach
hake "Control Scope focuses on... and se which version ofthe rs par ofthe statements correc.
Then read the second part of each choc, The only fatement that is ene correct ls Control
Scope facies on contig the scope ofthe projet, and Perorm Integrated Change Contra
focus en determing the Impact of charge of Scope on tine os, quali resources, and

182. Explanation This question tts your understanding of timeboxing: unexpected developments
Ike this are exa why aie approaches rely on imeboxes to ring orde to an unprdicubl
esmiconment So the best answer 131 fad out how much ofthe planned work the ea wil be able to
complet by te end of te timebor, ad etude unänihed work tothe Backlog. In thi scenario,
yor wil want to eve the upcoming erations and releases th th tam and customer bot that
ont necessarily mean postponing them. Ideal, yo wil be ble 1 hep the development cee
steady and instead adjust scope. As fr theater options adding à temps replacement ily
1 ust ker prodoctivty ste othe team members try to bring the ner person upto speed: And
adn the ea ho work unete in response ou crs that you dl pln fort consten wich
the agile principles ofsusainbl development or seran leadership.

Esplaration After obtaining input from the customer and other stakeholder, the projet team e
sponable for developing he scope baseine. Remember ht the scope bein iacades the WES,
[WBS dictionary, and project scope statement

Explanation There ae many pices of at inthis question that ae distrctrs rm the sue
‘Thoogh i common to have to cut costs and add resources to «projet, nothing inthe question
shoal lead you to think thet mlb required inthis station, Customer d not generaly approve
‘he project cope (what you ace going to dot complete their requirements) instead they approve
the product scope (hel equiements). Since requirements are wed mesure the completion of the
‘rote ofthe project not having complete requirements wl make such measurement impossible,

xplantion Thought is comet tha elective scope definition ca ed oa more complete project
scope statement, this cannot be the answer, Beaute it doesnot dsl wih control. Scope planning

cur before he Control Scope proces, ot after it. Contrlling the schedule not he best way to

Contrl scopes thats notte bet ane The control process do nt actin isolation, À change to
‘one vil most kel ac he other, Therefore, dhe need wo neat the Control Spe process with

Explanation This question ets your understanding of te al ange of constraints, which shows
how ale projects lance the competing demands ot cos tine, and cope, On plan-diven projets,
scope ned while ime and cost may vary to naar hat th planed scopes completed, On change
‘ven projects onthe etherhand, cout and te ar ed wile scope may vay So the correct answer
{s thatthe release version mal be ready on timo but won't include the let portant fates
‘hat were orginal planned, Skipping rome ofthe wal testing ita good ide. Tat cool impact
ali and customer satiation und therefore educe the value delivered (als hey gol). Adding
Kemporay hep tothe team and working overtone arent considered good agile practices. An age
team woul rash” her work; they wold mana her nal eaiveimebozes ocsing on the
Aer ares atthe top ofthe Dh

Explanation You ned to have product description befor you can do product analysis. Analyzing
the level of quality desired is related tothe Pan Qpaliy Management roces. Determining whet
the qual standards onthe projet can be met i dane ia the Manage Quality process Product
analysis includes galing a betr understanding ofthe product of the projet in oder to cree the
Project scope statement

183. Schedule

en cats tae! o ao de QUICKTEST

Sec begins and can sume you have the, à n
eae a Schade basan Cia par matas
Soc and response on the tums behalf to SE re

ña hs happen this chapter should not be dile
ee ” Cash Leas and fags

we + x Fast tracking Milestones, milestone list,
en ee fare arty
= {Critical path
‘Likewise, knowing the details behind building a story Relative s zg tances a
hrough this chapter. Particularly if you rely on software = Project oat Resource leveling
ida Bar charts Reestimating

184. Schedule

Motos

PMBOK® Guide: Schule Management Done During

Plan Schedule Management Planing roces group

Define Aces Planning proces group

Sequence Activities Panning proces group

Esinat Activity Donation Panoing proces group

Develop Sede Planning proces group

Control Schedule Monitoring and contri process group

OO Domal Process
Task 6: Plan and Manage Schedule

The schedule planning and control processes from the PMBOK? Guide are put coli into
ECO as Plan and Manage Schelle Many ofthe same etimtig and carne vale measurement (EVM)
tools for controling ae iso used or schedule management

Defining and sequencing activites, estimating their duration, and developing the schedule are
planning fonctions; throughout the project you are using EVM to control the schedule (ncheing
Procurement schedules) and manage changes ti Other complemeatary ECO procesos ae Manage
Confit and Negotate Project Agreement (domain tasks 3 and , respectively), and Promote Team
Peace though the Applicaton of Emotional teligonce and Ensure Team Membes/Stkebolers
‘Are Adequtely Trained (domain ss 14 nd). As you think shot ths, be suse trevi the ECO for
‘ther synchronising process in ll domaine

Planning Schedule Management _ pace 179

“The Plan Schedule Management process involves documenting or otherwise ensuing a common
Understanding about how you will ln, anigs ad contol the project to the schedule bin and how
You vil manage sedal vanos Many projet managers ast Wor on the project and hope the

nous the deadline but proper schedule management requires you to develop nd follow plan, easing
progress along the vay. o as part of planning, you new to determine ia advance wha! the measures of
perbrmance velo how and hen you vil capture Ue dita you eed to alone schedule performance,
on you wil us the dita to esp the project on tack, and what you will do when variances oct. Man
Schedule Management answer questions such as "Who weaved, and what approach wl we ak
to pan the schade forthe projet” and “What proces and procedure will we us 1 reat the
schedule”

A quick note regarding alternate approaches, Did you knoe that hybrid and gle approches ake a
pragmale view of cope and schedule? Rather thn tying to aalye and erste the schedule up fot,
{eas foc» general plan and then perfor project work. Ale teams wil he re-evaluate to determine
the ast bet Steps based on actual progres. Ale teams wil also continly rine the schedule as new
etl emerge. Thi approach ea aeknewiedgment cat when tying something new, exploration à à
‘eter gui for progres than analy, When work and environments ae familar and predictable, ts
possible to acutely schedule workin advance.

The roja ie cyl and development approach gred on in the Develop Project Management Pan
proces (im Integration‘) vil influence the lee and type ofschedule management planning you wil d
tira project You may also consider exiting enterprize environmental factors For examples hera work
Stuberzation pt In place forthe projet? Des the organization har prefered project marageiett
Softwate o use for scheduling? 1 no, vil the work of the project include creating a work author
senor seletinga scheduling sofware product How does the company culture andthe ere
rth organization impact the work of schedaling the projet?

CARO aston me» 252 MG 8H» om cOn = murrcccon

185. Schedule

‘Aso keepin mind that exper judgment ad dita analysis technique, uch a alternatives analysis

ey be wedi planning the methodology you wil use t area a fil schedule. To plan the chee,
ey might also need o review the project cartero hold meting tat ale the poet sponsor tam

‘Bombers and ater stakeholders.

‘schedule Management Plan What is the ey oatcome af his process? A schedule management
an which can be forma or informal spar ofthe project management plan, and helps make estimating
schedule development sts by specifingthe allowing:
‘Scheduling methodology and software tobe wed
1 Rules for how estimates should be stated (examples incde: hours, days or wees story pont and
whether estimators deny both the fort and duration).
How aschedulebaalne (messing against) willbe tated to determine when and where changes
maybe ceded
Performance measures hat willbe used onthe projet to Meni variances cry
‘Acceptable arince threshold).
ov chedul vance wil be managed
A process fo determining whetheravarance must be acted upon.
entiation of schedule change control procedure.
Types formats nd fequency of reports require relating to schedule
“he eng ofrleses and trations for an adaptive fe cpl,

Defining and Sequencing Activities race 183

“he Define Activites and Sequence Activites processes ¡volve taking the work packages rated ia the
"WES and decomposing em nto the activi that ae quie o produce he work package delverabes
nds achieve the project objectives. The acts hou be tal sll enough to estimate, sedal
mont and conto There active ar then sequenced. Breaking down the projet work into the work.
Plage inthe WES is part of scope management, andthe idenbcaton of activites Is part of
‘hed management

Defining Activities Defasing activites isnot abeays done as separate process. Many prje managers
combine this efrt with creating a WES and WAS dctinary they decompose work package na the
‘cvs guet prodace the, ater ha stopping atthe work package eve

Sha do you eedinorderto define active? The schedule management plan ivesyou important
information about the approved methodology for schedling, The radiional scope Dascline (project
‘ope statement, WBS, and WS dictionary) or the backlog and sor card fragile provide information
about what is included in your project scope. This the work you will now break dawn into projec
Activites. You may also ele to orpanizaonal process ase, taoding exiting templates, historical
information such as activity its from other imac project and any standards such a a prescribed
‘chedaling methodology. Doing his work wih the team help deine activites completely ad aecurtly
therefore makes the estimate more ache

E Decomposition is used in schedule management as wel scope management. When ponce

the tron th exam ti important to look tthe cones of what is being deormpoed. For

predictive aproache, when deliverables ar being decomposed into smaller deliverables, or
ok pckags, you tno the questions rein tothe reste WBS process or spe management).
When werk pags ar ing decompose int cito rode the the questions rfi
the Define Activites proces (for schedule management)

© a0 état is” #952846 BE oma rd e

186. Schedule

When using agle approaches, the product owner sequences the work by pitting the
backlog and heile las planing This works done in conjunction withthe tam who
define dependencies, develop estimates, and provide input on what is acherable. When

leadingan agile projet dono el solely on the produc: owner ot tear to delo the sched To truly

combine the need ofthe buins with schical niit, development of he schedule shouldbe a jo
‘Sic between the product owner and the fam

Roling Wave Planning’ Have you eer worked on a project ha seemed to hae oo many unknonn
components to adequately break down he work and then schedule It ofen beter to mot lan the
tr project to the sls detal in advance, bt instead to plan to higher level an then develop more
Sealed plans when the work ist Be done This practice is called roling wave planning and ia foo of
progressive elaboration, Remember that progresive elabocaon refers tothe process of caring and
‘ning plane asthe project progeses With thismetod, yu plan cities tothe detal eed manage.
the word just before ou ae dy to start that part ofthe project. This technique sued to varying degrees
om bat change driven and plan driven project

Renton fling wave planning during the project may rel in additional actives being ad,
sod inthe farther abortion of ther activites, Therefore, rolling wave planning may crest the ned for
updates to the project management plan, special he schedule scope, and/or coat baselines. These
‘anges require integrated change conta begining with change seque

Bt remenber—the option of roling wave planning does nat eliminate the need to ensure ll the
scope at canbe known snow before starting wor

Milestones Defining and sequencing actives also involves determining zojet milestones Milestones
e significant events within the projet schedule. They ate not work aces and have no duration. Far
‘example a completed design, company required checkpoint phase ite or iteration completion could be
lésions Ill málstones are docamente inthe projec charter The projet manager can aso insert
mesones a checkpoint lp contol the project. Ma milsone in the schedule reached and any ol
the planned workhas not been completed, indicate the project co propresing as panned. The mie
stoves part ofthe pese documents,

Sequencing Activities the nest proces involves taking the activites and sequencing them In ihe
‘order in which the work willbe performed. The reis a network dagram' alo refered to sa projet
sele network diagram), which latte in gure 6, There aro sever execs designed to help
our how to daw and interpret network diagrams tr in ti chap.

FUREY Née agan

Fo the exar, know that in ts pure form, the network diagram shows just dependencies (logical
rolaioships) activity drain estimates and leads and gs ar added tothe dise atein ho schedule
management proces ican also show the clica path 1 pote ut agit tne (or placed gant à
calendar asl cal), network diagramme sl schedule network daran.

Factors that may influence dependencies in the sequencing of activites include the assumption og
city totes and mlstone lit

DADO Pacs = 52.48.44 = Hem is com

187. Schedule

precedence Diagramming Method (POM)? tn this metho, modes (or bass) ar used to represent
Pre ad aro sho act dependencias shown ia 62

Activity, Activity
A B

FURES2 Pretec damming ad

rhs type o drawing can have our types of logical relationship Between activites, as shown in

fees
‘inish-o-start (FS) An activity mist fish Before the sucesor can start. This she most co
mary ase relationship Example: You must ish digging a ble before you can start the net at
of plansng we
Starttostar (SS) An activity mus star before the successor cn start Example: You mast stat
grin and wait fortwo weeks lgin order to ave enough the design completed to start coding,
Fins finish (FE) An activity mat nik before the succesor can nih Example: You mast
ish esting before you can Anh documentation.
Sara fish (SF) An activity must sat Before the sucesor cun Anch This dependency i
vary ud,

Fnih-to-stat | Dig hole Plant ree

Start-t-start Design

nish-io-Mis: Testing

Documentation
FRURE GS Fit str rn and fh ft depends

Types of Dependencies" The sequence faces determined based onthe following dependencies

+ Mandatory dependency (hard logic) A mandatory dependency lbs inthe nature of the
work lo exemple you mst desig before you can cons) orisreguied by 3 oatact

* Discretionary dependency (preferred, preferential or of logie) Ts is the way a organ
kas chosen to have wok performed, There are oer ways i could be don, bat hs the pr
approach Wherearyoucannot ely change theo A In youcan change a di
reionary dependency i necessary. Discreionary portant hen alg how
to compres te schedule to decrease the prje duration (hs trek the reed).

* Eternal dependency This dependency is based on th nds or desires of party outside he po}

er eupplien)

* Internal dependency ‘This dependency is based onthe neds ofthe project and may be something

the project eam can control

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188. Schedule

Mor than one dependency can be Mente forte same work Combination acude mandatory
external, mandatory internal discretionary external, and discretionary internal.

The pojectsam denies mandatory and discretionary dependence the projet manager kein
external nd intemal dependences (Remember, when we use the term “projet manager” inthis boa,
se eering to anyone doing profes management activites on the poset which cold include not jet
Ad projet manager ut albo supporting members of the project management team)

Dependencies in Hybrid Environments Today's digital products have diferent charter than
traditional, plc product. Consider how 3 contactor build a house. They woul complet the
interior ofthe house before they bull the oo, would they? Ofcourse nt. Te roof nds the wal, the
walls needa foundation andthe foundation needs land and pers place he dependencies ae i,
swell undenstood, and low to change Techniques ke network drum, cl path anal, and ted
Gantt charts ar valuable ad necessary.

ln he digital product space, however, there are many more options and posites. Good IT
architecture allows service toe sapped out easy aná promotes lng changes The mens there are
i fewer dependencies on diga projets Ths, coupled eth more requirements, renders much ofthe
traditional dependency ana and dependency management redundant, unrlable, and wate,
Teor, many ofthese techniques are not used in software henry dial projects Tasted, projet
manager work with product owners to den what the prints ar, and they werk with he teams on ow
‘esto bud them. Typically fsturs canbe implemented and evaluated independent of sch other

For example, sing bid approach to bd a energy trading sytem or an electrica operator the
product ner may Cte an inal seguence of rues to be developed. ‘Then they may reorder t
gical once the inital bid and validated screens are complete, The product owner may ner it
ai ae the reglatoy body responses get integrated. Sch schedule pearls woud equ extensive
schedule rework with tadivonal network diagrams and Gant Chart By comparo, reordering the
buckogon this hybrid projets much ess work

‘Leads and Lage A end may be wed to indicate tat an activity can stat before ts predecesor activity is
complete. For example we page design might be abl o stat five days before the database design s
nihed. Ala ls waiting time nerd between actives, ch as needing to wal three days ae pouting
‘concrete before constructing ce ame fra howe, When project activites ae Bat being equenced the
rai ofthe activites, and required end and gs, ay be uncenais,

Also when rating complex project schedule network diagrams tht include end and lagos metas
other dependence an automated scheduling system thatispartofthe PMIS can be ed, Tiss special
ef on lage proces

Project Schedule Network Diagram A project schedule network gram ian image depicting he
Bow ofrojetactivtieinthe logical order which they willbe performed. Al activites ae Start shou
beconnecedtgstlettone prdecesor activity Alacer onthe network diagram befor Finish shoud
be connected to atleast one sucesr acti In dion to sequencing atv, he network dieran
Ips yo to plan which activites can be completed in parle! an to se where leads or lag are required
(Ofcourse the more complex the project the more likey rs hat cts wl nel When an act
Isto armen avis directly preceding this ferred a path convergence. When an ati har
two oF more sucesor acts dicey following it thes releed tos path divergence, Both path
convergence and pth divergence are indicator of reser vin the impact activites.

Rather than es owing wht a network igram i, you wi be expected to answer harder, more
sophisticated questions when taking the exam. You need to have worked with network digrars to
“accurate answer uch questions You should Kaow tha nero drame canbe used in any ways For
‘example they canbe used

+ Help jo your time estate for the project.
+ Aid ineffective planning onpnizin, ad controling the projet
+ Show interdependence fal activities and hereby den hier acts,

DAMON Poets 42484 HN cm «mre com

189. Schedule

Sow workllow othe tem wil know wha activites need to happen in spel sequence
ent opprtonits to compress the sche in planing and throughout theif ofthe project.
(esplained erin this copter

+ Showproject progres (hen used for controling the schedule ad reporting)

The Outputs of Defining and Sequencing Activities When completed, the Define Actives
oes ests nan activity it, which includes al activites required complet the projec, and a
ites o dene egaatngprojectactivite, Atti timo known aebutesmay belted the cti
Ale and ID suber. As he project progese, additional atrbates auch a led completion date,
Fea lago and prodscesor and accessories maybe added

Define Activites one of only few planing procesos withan output of change requests special
ited in the PMBOK* Guide Ree back to the discusion ofroling eve planning and you wise hat a
theproject progresses cry planning fort may nedto be eat, potential resulting in changes tothe
poet baseline,

Tn ation to network diagram, the Sequence Activites process may result in ptes to projet
documents such athe activity lt activity tute, assimption log, andthe stone list Sequencing
the active can also revel nv il, ring change t the isk register

FAIS] Things to Know about Estimating forthe Exam The Estate Activity Durations nd the
ere

Estimate Conte processes (ee the “Cost” chapter) as vel she Estate Activity Resouces
process (ee the “Resources” chapter) all vole estimating. The (llowing are importan
inst understand about estimating fot exam
+ Management plans provide the approach for etiatng
+ Theproject manager and tam may us one or many techniques oeste project work
Estimating should be bated ona WBS stay ar (om planning poker, discussed later inthis
chapter) improve seu)

Duration, cos and resource estimates ae ntersated for example duration and resource estimates
could impact contestimates:

ent is must be considered when estimating the duration, cost and resource requirements
project work

Estimating duration, cor, and resource reuiements may uncover add), previously
sented rss

Whenever possible, eating shouldbe done by the person ding the work (rhe person most
familar withthe wok) to improve acc

Historical information from past projects (part of emanizationl process ases) Is key to
Fstmats ae mote ccuatefsmalersze work components are estimated

A project manage should never jst accept constats from management, but should instead
analyz the need ofthe project develop estimates with apt om the tu members doing the
veo when posable and recone ay differences to produce a realite plan

The proc manager may periodica realulat the timate to compete (ETC) forthe project
make sure adequate tim funds snd resource, re table forthe project.

Plans basdon estimates shouldbe eid with approved changes, during completion ofthe work,

Thereis a proces or creating the mos accurate estimate possible
Padding estimates sota aceptable project management practice.
The project manager must meet ny agreed upon estates.

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190. Schedule

puso cute
Farenea
ony boaters

eo

simates mat be evened when they ar received fom team members rl to see they are
reasonable and io chek or padding and

Fam ate hep eit ag he fe pt y rm nd ee
them pad

Estimates ca be mpcte by educing or cleinating is

The project manager has professional esponsibility to provide estimates hat ae as acute a
fevuble snd to maintain the integrity of Goss estimates throughout thee ofthe project.

Inthe past the exam has focused on the practices required to produce ood estates more than it
hus focused on calculator. Therefore, make sure you take some Ume to think about these points,
Remember incomes project management practices wilbe ae choices on the earn Projet managers
ho do nt adequney understand and manage their projets in this way have duly onthe exam,

Estimating the Schedule

Wien the activites have been defined and sequenced the ner step sto estimate how long uch at
‘wil ae. This ithe Estimate Activity Duration process. When possible, the estimators should be those
tho wl be doing the work On ane projet, howeren te etimators ae more often the members ofthe
projet management ea, ats koown daring planning, who are most amic with he wok that needs
{ove done To come up with reali time estimates, these individals need to have aces tothe following
+ Activity list and activity atibutes he relevant inputs may include the tie or equred leds or
dass ecc activites which mue be tord to duration estimates.
Assumption log Assumptions or constants hat conte o risk within the activites 1 be st
Fane on be fouad lo he assmption log,
Lessons learned register? Information relevant to estimating the dera of schedule activites
include lessons earned fom een the rent project or fom past mar projects performed by
the min.
Resource breakdown structure" Created in the Estimate Activity Resources process of Resource
Managemen, te resource breakdown structure represents categories of resources equred for the
Resource requirements These quirements indict the sil reis of resources required oper
Project team assignments Prost eam asignmeats seal include the number and expe
level ofindivaaal who have been commitedt he projet
Resource calendars These calendars provide information on when key resources with speciaied
Ai needed for project ivi wl be avable the resources are net avaible within te tie
ame of yous projet you may aed toa xtra ime to some acy etimates, allowing forest
peine resources todo the work
Risk register The sk reser may include ented threats and/or opportunities hat shouldbe
releted inthe estimate,

191. Schedule

Nowletsthinkabont how estimating works on your projects for a moment Do your cam members
elke ish

aaron set sats?
wary ag he st os

ss esponseisan example oping Do you consier thie practice normal rapproprite? isnot.
any project managers ely on thi practi, but padding undermines the professional responsiblity fa
M manage o develop a rest schedule and Inde. This i another pola that i sentia! to

Sp whats wrong wit padding? ads extratime or cost added tan estimate because the estimator
doesnot ive enoagh information,

In cases where the estimator has many unknown and the information required to lay the
unkoowas is unavailable, the potential need for additonal Le or funds should be addressed with
reserve through te isk management proces, Though ik management, the unccaintes are tamed
Intense opportunites and threat css). They should not remain hlden; instrad, etistors ced
tient and openly address uncertainties withthe project manager

‘What happens il or many of your estimates are padded? Quite simply you ha a schedule or
budget that no one bees And atis the cas wy even bother rating schedule ors budget? a the
ral we nec the schedule and the budget o manage the project against So we ned them tbe as
Febrble and relie sposbl and we neato adhere to em. T be a succes project manager, You
‘edtobe blo mest Ihe seed upon project completion date and budget. Itisimportatto andertand
Vs puddigisasgnofpoor proectmanagementand hati can damsgeyourreptation andtkecredibity
fhe projet management profession as a hole

‘You may se questions onthe eam that include padding sa solution to an estinating scenario Just
emer padding never avable way to plan project oro solve a prolem-—on the eam orn the
aw

na propery managed project the estimators have a WBS ad may even have helped creat i. They
Aleve description of each work package (he WBS dictionary and may have helped rate hat wel
“hey may even have helped rate the ati lst fom the work packages, They know there vil be time
Ad cost reserves on the project that wil be determined through actual calculo —not aer
Genen als ented so nk Wiha hat narmation the shoul ot ee al

you alle pang on your project now and consider to be an appropri practic please make
fare ou reread this section and aeg review the RAK’ Chapter, You ned to recogeite the ference

beten padding and cating reserves, and understand how padding canbe detriment to your prose
Bs cn 2 hs

quesos in ts ar a ee o deny he bo make common pj mansgement
fo pao,

192. Schedule

How Is Estimating Done? Asstated carter this chapter, thor who lle doing the wot, or those
‘most familar with he activites tbe done should cese he activity etats Tey may us one OF many
techniques which were dented the schedule management plan

Before we discuss estimating techniques took tte projec manager ole this process. other
people ae creating the estimate, hen wat the project manage ding?

The oof the project managerinestinting ste

Provide the tum with enough information to properly sinat uch activi

Letthos doing the estimating know how refine her estimates muse.

Complete a sanity check ofthe estate.

Prevent padding

Formulate a reserve (ote on this ater—in ie serve anal discusion is section and in che

“Risk” cpt).

+ Make sce sumptions made during etimating ae reconde for ter reves

Relative Sizing Existing on adaptive project may die from estimating on predictive projects. Agile
projects se elie estimate ned of ole estate, The kn a retire sing Thi fom of
rnatingusesa elt un elleda or point rather thaahourror days Relaivesringusescomplated
{asks to hep estimate future project mel. For example imagine you ave already devlopeda simple
Input nen fora new pise softs and you gave that task relative size of tw story points. You ca.
then cate romania by comparing them tothe input ten, You might asia one sory point
to simple for change because you hai wi tke about alas much development work You might
State oer int even as wo try points and bigger pieces of work shee points or fie plas

approach, you would sy “You can eto the grocery sore by tres 1.3 mies south

‘Using an adaptive relative ing approach, you would sy "Go staght ut the door for about
tight or ine blocks until you reach tae part the grocery sor another ve bloke straight abend”
Relative sim estimates us cognizable landmarks and lative measures (loco) rater thn absolute
masse Gaile)

E “Think of reative sing os imilarte giving directions to frend. Using predictive estimating

Nom les loka estimating techniques that maybe sed on à project

One-Point Btimating Wien estimating time wing a one point estimate the estimator submits one
estimate per atv, For exampl the person dang the etnating sy thatthe activity wil ake Eve weeks.
“Te time estimate maybe based on expr judgment or historical information, or t could be asta guess.
Asaresl ths technique can be problematic

‘though ae pont estimating soften not the best method to use ti an sy sy to latte how
to draw network Jagrams and Ged the ct pat. Using one-point estimate lso allows fr quick
Calculo onthe exam and demonstrate tht you understand concepts such asthe cial pa You may
‘ee refrence: o one-point estimating on the exam, shown e exercises ater inthis chapter.

‘One-pont estimating can hare the fllowing negative ft on the projet

+ Being lite to making a one point estimate may encourage people top tel estimates.

+ one point estimate docu provide the projet manager wth important information about rs
And uncertainties they need in onder to beter pan and control the projet

(One pont etiating can re ina schedule that noone believe in thus decreasing buyin to
projet management proces

When a person usesone point estimating to develop an estimate that sn activity wilt ake 20 days and
is compleed in 18 day, ca make tie person who provided the estimate look uncle

‘©2020 F Peto me 85280644 = Hen om mms con

193. Schedule

logos Esmas Top.Down) Appa odos, cr, and sor cta, analog
a mag a the reel charro. Te project manager may we loo cla he

of evel sing historic at from pas similar projet (For camp, the st ive projet similar to

Fee ech took gt months is one sold as well) Analogs estimating cn bo be used the
sa escu ofeach an cimas (or amp he ls wo mes is acy as competed each
ig an be done a various mes nd th lve) accuracy depends on how cosa he jet or
Parametric stimating Parmeticetiting nove creating atomic quon ing dt rom
fhe tique ayes estopa been soe ata and ober arable oct ran or
lan. When wedi con stat, the means lade cot atone of he vara So the

An stimator might reat parametre estimate ing the flowing

+ Regresion analysis (cater dlgram) This digrar tacks two variable t os they are related
he diag shen used to cesta mathematical formada to us in fare parumetre estimating
gure shows an example o seat diagram

+ Learningcarve Example: The 10th rom pated wil take es me tan the ist room because of

URE 4 gr un

Meursis® A heurte means general accepted rl orbe practice. An example of heuriie the
80/20 rl A schedule heurte might be “Design work slays 15 percent of the otal projet length
Theres of parameticestimating can become heuristics,

“Three-Point Estimating" Statistically theresa very small probably of competing project on exactly

237 one date, As we knows things do not always go according to plan, Therefor, salen best to state