CAPM Certified Associate in Project Management (CAPM) Question and Answers

Slack

Float

Lag

Lead

Risk breakdown structure (RBS).

Project team.

SWOT Analysis.

Work breakdown structure (WBS).

Scope baseline, cost baseline, and schedule baseline

Scope baseline, project management baseline, and quality baseline

Cost baseline, schedule baseline, and risk baseline

Cost baseline, project management baseline, and schedule baseline

Accepted deliverables

Organizational process assets updates

Managing stakeholder expectations

Performance reports

Work performance reports

Assumptions logs

Network diagrams

Academic studies

quality.

value.

technical performance.

status.

facilitated workshops.

observations.

questionnaires and surveys.

group creativity techniques.

Plan Quality.

Perform Quality Assurance.

Perform Quality Control.

Total Quality Management.

Affinity

Scatter

Fishbone

Matrix

Value of each possible outcome multiplied by probability of occurrence

Value of each possible outcome multiplied by probability of non-occurrence

Multiplying the value of each possible outcome by the probability of occurrence and adding the products together

Multiplying the value of each possible outcome by the probability of non-occurrence and adding the products together

Estimate Activity Resources.

Estimate Activity Durations,

Develop Schedule.

Control Schedule.

Reserve analysis

Three-point estimating

Parametric estimating

Analogous estimating

Keep satisfied

Keep informed

Manage closely

Monitor

Variance Analysis

Define Scope

Verify Scope

Control Scope

Firm-Fixed-Price (FFP)

Fixed Price with Economic Price Adjustments (FP-EPA)

Fixed-Price-Incentive-Fee (FPIF)

Cost Plus Fixed Fee (CPFF)

Activity-on-arrow diagramming

Precedence diagramming

Project schedule network diagramming

Mathematical analysis diagramming

Configuration management plan

Scope baseline

Requirements management plan

Schedule baseline

Pareto charts.

quality metrics.

change requests,

Ishikawa diagrams.

Ishikawa diagram

Control chart

Run chart

Pareto chart

Networking

Training

Negotiation

Issue log

External

Lead

Discretionary

Mandatory

Project management plan

Activity resource requirements

Resource calendar

Project staff assignments

Result

Product

Service

Improvement

Formal

Informal r

Horizontal

Unofficial

5

9

12

14

Identify how the project costs will be planned, structured, and controlled

Determine policies, objectives, and responsibilities to satisfy stakeholder needs

Develop an approximation of the monetary resources needed to complete project activities

Monitor cost performance to isolate and understand variances from the approved cost baseline

Decomposition

Inspection

Project analysis

Document analysis

Available organizational assets

Project staff assignments

Interpersonal skills

Enterprise environmental factors

Perform Qualitative Risk Analysis

Perform Quantitative Risk Analysis

Control Risks

Plan Risk Responses

exploit

avoid

mitigate

share

Cost Plus Incentive Fee (CPIF).

Fixed Price Incentive Fee (FPIF).

Cost Plus Award Fee (CPAF).

Fixed Price with Economic Price Adjustment (FP-EPA).

0.8

1

1.25

1.8

Performing

Storming

Norming

Forming

buyers

sellers

business partners

product users

Business case

Work breakdown structure

Requirements documentation

Risk register

Analysis

Appetite

Tolerance

Response

Identify Risks

Plan Risk Management

Perform Qualitative Risk Analysis

Perform Quantitative Risk Analysis

Are unpredictable and challenge the Plan Schedule Management process.

Occur at random times in the project plans.

Represent a moment in time such as a significant project point or event.

Represent both significant and insignificant points in the project and are difficult to anticipate.

Work breakdown structure

Context diagram

Control chart

Pareto diagram

Marketplace conditions

Policies and procedures

Project files from previous projects

Lessons learned from previous projects

Customer

Sponsor

Seller

Functional manager

management

response

tolerance

appetite

lead

lag

mandatory dependency

internal dependency

2

3

5

8

Estimate Costs

Control Costs

Plan Cost Management

Determine Budget

Quality assurance.

A stakeholder management plan.

Project team building.

Integrated change control.

Balanced matrix

Projectized

Strong matrix

Functional

Within a work package.

In each phase of the project.

To estimate schedule constraints.

To estimate resource allocations.

0.83

0.9

1.11

1.33

Consultants and stakeholders

Stakeholders and functional managers

Project team members and consultants

Project team members and stakeholders

Inspection

Quality audits

Design of experiments

Root cause analysis

Acquire Project Team.

Plan Human Resource Management.

Manage Project Team.

Develop Project Team.

organizational skills

technical skills

communication skills

hard skills

Activity attributes

Quality control measurements

Enterprise environmental factors

Deliverables

Developing a detailed description of the project and product.

Determining how requirements will be analyzed, documented, and managed.

Defining and controlling what is and is not included in the project.

Formalizing acceptance of the completed project deliverables.

Manage the timely completion of the project.

Ensure that the project includes all of the work required.

Make sure the project will satisfy the needs for which it was begun.

Reduce the risk of negative events in the project.

Executing

Planning

Monitoring and Controlling

Initiating

10

12

14

17

Cost of quality

Historical relationships

Project management software

Forecasting

Control Quality

Monitor and Control Project Work

Control Scope

Perform Integrated Change Control

prototypes

requirements

analyses

benchmarks

tangible

targeted

organized

variable

expert judgment and change requests.

work performance information and change requests.

organizational process asset updates and an issue log.

project management plan updates and an issue log.

Update

Preventive action

Defect repair

Corrective action

-2,000

0

1,000

2,000

outlines team selection guidelines and team member responsibilities.

establishes project roles and responsibilities.

improves teamwork, interpersonal skills, and competencies.

provides an accurate appraisal of team member performance.

recognition and rewards

compliance

staff acquisition

training needs

Validate Scope.

Plan Scope Management.

Control Scope.

Define Scope.

3

5

7

9

-2,000

-1,000

1,000

2,000

Reviewing, approving, and managing all change requests

Facilitating change management, manuals, or automation tools

Comparing actual results with planned results in order to expand or change a project

Documenting changes according to the change control system by the change control board

Role dependencies chart

Reporting flow diagram

Project organization chart

Project team structure diagram

Develop Project Management Plan

Develop Project Charter

Direct and Manage Project Execution

Collect Requirements

Cost aggregation

Trend analysis

Forecasting

Variance analysis

Project Integration Management

Project Communications Management

Project Information Management System (PIMS)

Project Scope Management

Bottom-up

Parametric

Analogous

Three-point

Product performance.

Budget process.

Collective capabilities.

Organizational strategy.

Collect Requirements

Direct and Manage Project Execution

Monitor and Control Project Work

Develop Project Management Plan

Direct and Manage Project Execution

Develop Project Management Plan

Close Project

Develop Project Charter

To focus on the coordinated planning, prioritization, and execution of projects and subprojects that are tied to the parent organizations or the client's overall business objectives.

To coordinate and manage the procurement of projects relevant to the parent organization's business objectives and to administer the project charters accordingly.

To administer performance reviews for the project manager and the project team members and to handle any personnel and payroll issues.

To focus on the specified project objectives and to manage the scope, schedule, cost, and quality of the work packages.

Decrease the probability and impact of an event on project objectives.

Distinguish between a project risk and a project issue so that a risk mitigation plan can be put in place.

Increase the probability and impact of positive events.

Removal of project risk.

Product

Cost-benefit

Stakeholder

Research

Templates, forms, and standards

Change requests

Product analysis

Project assumptions

At project initiation

During work performance analysis

Throughout the life of the project

At project milestones

expert judgment and change requests

work performance information and change requests

project management plan updates and work performance information

issue logs and organizational process assets updates

Initiating

Executing

Planning

Controlling

Initiating

Monitoring and Controlling

Planning

Closing

Develop Human Resource Plan, Acquire Project Team, Develop Project Team, and Manage Project Team.

Acquire Project Team, Manage Project Team, Manage Stakeholder Expectations, and Develop Project Team.

Acquire Project Team, Develop Human Resource Plan, Conflict Management, and Manage Project Team.

Develop Project Team, Manage Project Team, Estimate Activity Resources, and Acquire Project Team.

Procurement management plan

Evaluation criteria

Work breakdown structure

Procurement statement of work

Resource plan

Project management plan

Cost control plan

Expected monetary value plan

Coaching

Avoidance

Consensus

Influencing

Sensitivity analysis

Probability and impact matrix

Risk data quality assessment

Risk categorization

plan

process

program

portfolio

Scope baseline.

Project scope statement.

Organizational process assets.

Requirements traceability matrix.

Supportive

Leading

Neutral

Resistant

Crashing

Fast tracking

Leads and lags adjustment

Parallel task development

A project schedule network diagram

A schedule management plan

Schedule data

Schedule forecasts

Intuitive

Iterative

Measured

Monitored

Budget plan

Resource plan

Scope plan

Strategic plan

Early, in private, using a direct, collaborative approach

Early, in public, using an indirect, collaborative approach

Early, in private, using an indirect, cooperative approach

As late as possible, in public, using a direct, confrontational approach

formalizing acceptance of the completed project deliverables.

accuracy of the work deliverables.

formalizing approval of the scope statement.

accuracy of the work breakdown structure (WBS).

Can be any number

Zero or positive

Zero or negative

Depends on the calendar

Work breakdown structure (WBS)

Network diagrams

Staffing management plan

Responsibility assignment matrix (RAM)

Organizational process assets

Resource availability

Perform Integrated Change Control

Team performance assessment

The influence of the stakeholders increases, the cost of changes increases.

The influence of the stakeholders decreases, the cost of changes increases.

The influence of the stakeholders increases, the cost of changes decreases.

The influence of the stakeholders decreases, the cost of changes decreases.

US$158,700

US$172,500

US$187,500

US$245,600

One

Five

Six

Seven

Gain stakeholders' support for the project.

Progressively elaborate the characteristics of the product, service, or result.

Describe the project in great detail.

Define the process and criteria for accepting a completed product, service, or result.

Expert judgment

Project management methodology

Project management information system (PMIS)

Project selection methods

Integrating all planned activities

Performing the activities included in the plan

Developing and maintaining the plan

Execution of deliverables

The Delphi technique

Nominal group technique

Affinity diagram

Brainstorming

To the project management plan.

To the risk register.

In the scope verification processes.

And their impact to the project in terms of time, cost, and risk.

Manage Project Team

Collect Requirements

Sequence Activities

Direct and Manage Project Work

Finish-to-start planning

Rolling wave planning

Short term planning

Dependency determination

Histogram

Quality audits

Benchmarking

Performance measurement analysis

structure.

process asset.

matrix.

breakdown structure.

Perform Qualitative Risk Analysis

Perform Quantitative Risk Analysis

Plan Risk Management

Plan Risk Responses

Decomposition

Benchmarking

Inspection

Checklist analysis

Transference

Avoidance

Exploring

Mitigation

Control Schedule

Define Activities

Develop Schedule

Estimate Activity Resources

a control chart.

baseline.

Create WBS.

decomposition.

Avoid

Accept

Mitigate

Exploit

$800

$1000

$1250

$1800

Cost Plus Incentive Fee Contract (CPIF).

Cost Plus Fixed Fee Contract (CPFF).

Fixed Price Incentive Fee Contract (FPIF).

Time and Material Contract (T&M).

Create WBS.

complete project work.

calculate costs.

Develop Project Management Plan.

Twenty-five percent staff turnover is expected.

The technology to be used is cutting-edge.

Project leadership may change due to volatile political environment.

The product is needed in 250 days.

dictionary.

chart.

report.

register.

majority rule technique.

nominal group technique.

Delphi technique,

idea/mind mapping technique.

Cost Plus Fixed Fee Contract (CPFF)

Cost Plus Incentive Fee Contract (CPIF)

Firm Fixed Price Contract (FFP)

Fixed Price with Economic Price Adjustment Contract (FP-EPA)

prevention over inspection.

statistical sampling.

management responsibility,

continuous improvement.

Scope baseline

Scope management plan

Change management plan

Cost baseline

highlight the need for root cause analysis.

share the process documentation among stakeholders.

offer assistance with non-value-added activities.

identify all of the gaps or shortcomings.

Project scope statement

Project charter

Project plan

Project schedule

Corrective action

Defect repair

Preventative action

Probable action

A logical grouping of project management inputs, outputs, tools, and techniques

Applying knowledge, skills, tools, and techniques to project activities to meet the project requirements

Launching a process that can result in the authorization of a new project

A formal, approved document that defines how the project is executed, monitored, and controlled

Sensitivity analysis

Three-point estimate

Modeling and simulation

Expected monetary value analysis

Positive

Zero

Negative

Greater than one

work breakdown structure (WBS).

schedule target.

performance measurement baseline (PMB).

earned value baseline.

Types of constraints

Internal business needs

Budget

Schedule

Initiating

Planning

Executing

Closing

Acquisition

Negotiation

Virtual team

Pre-assignment

risk taking and risk avoidance.

known risk and unknown risk.

identified risk and analyzed risk.

varying degrees of risk.

Requirements traceability matrix

Project scope statement

WBS dictionary

Work performance measurements

Project statement of work

Selected sellers

Risk register updates

Teaming agreements

Plan Procurement

Manage Procurement

Conduct Procurements

Perform Procurement

Maintains the focus on project and organizational stakeholders

Preserves the focus on external stakeholders—such as customers and vendors—as well as on other projects

Sustains the focus on general communication activities using email, social media and websites

Keeps the focus on the position of the stakeholder or group with respect to the project team

Sponsors

Project team

Steering committees

Stakeholders

Cultural influences

Physical environmental elements

Commercial databases

Infrastructure

Sequence Activities and Estimate Activity Durations

Estimate Activity Durations and Control Schedule

Develop Schedule and Control schedule

Review Activities and Develop Schedule

Plan Communications Management

Manage Communications

Monitor Communications

Develop Project Management Plan

Classifies stakeholders based on assessment ol Iheir power, urgency and legitimacy

A chart in which the Stakeholders are ropiosented as dots according to then level ol power and influence

A three-dimensional model that ran be useful to engage the stakeholder community

Classifies stakeholders and the project toam by the impact of their work in the project

Allows the project manager to increase support and minimize resistance from stakeholders

Maintains or increases the efficiency and effectiveness of stakeholder engagement activities as the project evolves and its environment changes

Provides an actionable plan to interact effectively with stakeholders

Enables the project team to identify the appropriate focus for engagement of each stakeholder or group of stakeholders

Decomposition

Reporting

Voting

Brainstorming

Integrated risk management, non-event risks, and project resilience

Representation of uncertainty, strategies for opportunities, and strategies for overall project risk

Dormancy, proximity, and propinquity

Simulation, sensitivity analysis, and decision tree analysis

Market Share brand recognition

Factory location

Local government regulation

Industry research

Escalate to upper management to build awareness of the opportunity.

Exploit the opportunity immediately, since the cost saving makes it worthwhile.

Transfer the opportunity to a partner and start a partner contract.

Create a trail of the opportunity before full adoption, because of the risk associated.

Vetted

Ranked from greatest to least

Qualified

Documented in the stakeholder engagement plan

Use a lightweight cost estimation due to the nature of angile projects.

Use a detailed cost estimation for agile projects.

Retrieve a dudget from a previous project and create a baseline of this project based on it.

Use a detailed work breakdown structure (WBS) to get cost estimation.

Subsidiary management plans are mandatory for any project

Subsidiary management plans use the project charier as input

Subsidiary management plans can be independently managed

Subsidiary management plans do not need regular updates

Pareto chart

Regression analysis

Statistical sampling

Automated testing tools

Project charter

Project baseline

Assumption log

Schedule forecast

Resource optimization

Iterative scheduling with a backlog

On-demand scheduling

Critical path method

Schedule Networfc Analysis and Critical Path Method

Activity I ist and Fxpert Judgement

Milestone Iist and Risk Register

Basis ot estimates and Rolling Wave Planning

When beginning each phase of the project

At the beginning of the project only

Only when the project manager is concerned about stakeholder satisfaction

When the project charter is produced, at the beginning of each phase, and when significant changes occur

Reduce significant amount of time and money

Help manage risks in large projects

Keep up with emerging trends

Provide sellers with multiple sources for documents

Expert judgement, procurement negotiations, bidder conferences, proposal evaluation advertising and independent estimates

Budgeting procurement negotiations, bidder conferences, proposal evaluation and advertising, and seller's proposal C. Expert judgement, procurement negotiations bidder conferences, proposal evaluation and advertising, and make-or-buy decisions

Agreements procurement negotiations, bidder conferences, proposal evaluation and advertising selected seller

Ensures appropriate behavior, security, and the protection of proprietary information

Reduces the risk of conflict due to interpersonal communications and other interactions

Assures that all team members have a clear and common understanding of the project

Reduces project cost by use of modern technologies allowing seamless team collaboration

Cultural norms, roles and responsibilities, and organizational chart

Assumption logs, resource calendars and training schedule

Communication guidelines, conflict resolution process, and team agreements

Company policies, recognition plan, and roles and responsibilities

Adaptive

Predictive

Iterative

Incremental

Project charter and stakeholder engagement plan

Risk management plan and stakeholder engagement plan

Communications management plan and stakeholder engagement plan

Project charter and communications management plan

An accepted deliverable is approved by the project team; a verified deliverable is approved and formally signed off by the customer or sponsor.

An accepted deliverable has been checked and confirmed for accuracy through the Control Quality process; a verified deliverable meets acceptance criteria that is formally signed off and approved by the customer or sponsor.

An accepted deliverable meets acceptance criteria and is formally signed off and approved by the customer or sponsor, a verified deliverable is a completed project deliverable that has been checked and confirmed for accuracy through the Control Quality process

An accepted deliverable meets acceptance criteria and is signed off by the project manager; a verified deliverable meets acceptance criteria and is signed off by the customer or sponsor.

Confirming that all identified stakeholders are engaged and actually affected by the work

Assuring that team leadership is primarily involved in stakeholder engagement

Ensuring that stakeholders do not change after stakeholder identification

Ensuring that stakeholders most affected by the work are involved as collaborative team partners

Strategic and business management skills

Leadership skills

Technical project management

Organizational management

Legal requirements

Politics and power structures

Internal information needs

Sensitivity and confidentiality of the information

Time and materials (T&M)

Cost plus incentive fee (CPIF)

Fixed price incentive fee (FPIF)

Cost plus award fee (CPAF)

Detailed project scope statement

Creation of work breakdown strucure (WBS)

Impact analysis

Duration for implementation

Withdraw/Avoid

Smooth/Accommodate

Compromise/Reconcile

Collaborate/Problem Solve

Resources and stakeholders

Operations and performance

Subsidiary projects

Project manager

Identify the appropriate focus for engagement of each stakeholder.

Assess the risk exposure for each stakeholder.

Map stakeholder power and influence grid.

Identify the appropriate channels of communication with all stakeholders.

Define the policies, rules, and techniques to run a schedule; serve as a tool to manage stakeholder expectations; and serve as a base for backlog management

Define how and when deliverables will be completed, serve as communication tool, and serve as a base for performance reporting

Define the life cycle, traditional or agile approach, and tools to control schedule; serve as a reference for scope management; and serve as a base for risk management

Define activities, sequences, duration, and dependencies, serve as a reference for resource allocation, serve as a base for earned value analysis.

Works with the sponsor to address internal political and strategic issues that may impact the team

Seeks ways to develop relationships that assist the team in achieving organizational goals and objectives

Ensures that the project's business operations are efficient

Provides management oversight for a project’s functional or business units

Appraisal costs

Management reserves

Cost of nonconformance

Cost of conformance

Legal requirement

New technology

Social need

Economic change

To define a new project

To track and monitor processes easily

To logically group processes to achieve specific project objectives

To link specific process inputs and outputs

Online technology enable projects to postpone ordering long lead items until the items are needed

Online technologies allow a project's progress to be viewed by all stakeholders to build better relations

Online procurement tools provide buyers with multiple sources to advertise to sellers.

Online procurement tools provide sellers with designated sources for procurement documents and the resources to complete them.

Lecturing

Construing

Measuring

Coaching

Lessons learned register

Schedule baseline

Work performance data

Deliverable acceptance forms

Skills and behaviors related to specific domains of project management

Knowledge and competencies needed to guide and motivate a team

Skills and behaviors needed to help an organization achieve its goals

Expertise in the industry and organization that deliver better outcomes

Iterative

On-demand

Interactive

Quality

Risks should be considered when selecting the content of each iteration.

Risks should be tailored for each iteration.

Risks should be identified, analyzed, and managed during each iteration.

Risks should be documented prior to each iteration.

Risks should be reviewed only once during each iteration.

Sensitivity analysis

Simulation

Decision tree analysis

Influence diagram

Correct grammar and spelling

Concise expression and elimination of excess words

Clear purpose and expression directed to the needs of the reader

Coherent logical flow of ideas

Ground rules

Expert judgment

Team-building activities

Interpersonal skills

Work performance information.

Inspections and audits.

Payment systems.

Procurement performance reviews.

Project Scope Management

Project Human Resource Management

Project Integration Management

Project Time Management

Early

Middle

Late

Completion

Enterprise environmental factors

Work performance reports

Organizational process assets

Context diagrams

Planning

Executing

Closing

Initiating

Estimate Costs

Control Costs

Determine Budget

Plan Cost Management

Direct

Interactive

Pull

Push

Inspection

Variance analysis

Decomposition

Product analysis

Work performance reports.

Change requests.

Activity resource requirements.

Enterprise environmental factors.

Supportive

Directive

Controlling

Instructive

Develop Schedule

Create VVBS

Estimate Activity Resources

Define Scope

Liabilities

Inspections

Training

Equipment

Control charts

Pareto diagrams

Ishikavva diagrams

Checksheets

Develop Project Team.

Manage Project Team.

Acquire Project Team.

Plan Human Resource Management.

Issue log

Change log

Expert judgment

Change requests

Benchmarking.

Context diagrams.

Brainstorming.

Prototyping.

Project management plan.

Project charter.

Work breakdown structure.

Stakeholder register.

0.50

0.67

1.50

2.00

Resource calendar

Tight matrix

Team-building activity

Focus group

Planning.

Executing,

Monitoring and Controlling.

Closing.

Decomposition

Modeling techniques

Resource optimization

Meetings

Benefit

Initiative

Objective

Process

Executing

Planning

Monitoring and Controlling

Closing

Control Risks

Plan Risk Management

Plan Risk Responses

Identify Risks

The project management plan.

The stakeholder register.

Procurement documents.

Stakeholder analysis.

Continuous improvement.

Predictive planning.

Progressive elaboration.

Quality assurance.

Provide information needed to plan appropriate ways to engage project stakeholders.

Ensure comprehensive identification and listing of new stakeholders.

Analyze the information needed to develop the project scope statement.

Decide the level of engagement of the stakeholders at each required stage.

10.

12.

20.

24.

Adaptive

Predictive

Incremental

Iterative

Acceptance criteria.

A stakeholder list.

A summary budget,

High-level risks.

The best use of communication methods.

An efficient and effective communication flow.

Project costs to be reduced.

The best use of communication technology.

Planning

Executing

Closing

Initiating

Facilitation techniques

Expert judgment

Analytical techniques

Variance analysis

Nominal group technique

Idea/mind mapping

Affinity diagram

Brainstorming

Change request

Requirements documentation

Scope baseline

Risk urgency assessment

Collect Requirements.

Conduct Procurements.

Estimate Activity Durations.

Estimate Activity Resources.

Historical relationships

Dependency determination

Bottom-up estimating

Rolling wave planning

Power/influence grid

Power/interest grid

Influence/impact grid

Salience model

Start-to-start (SS).

Start-to-finish (SF).

Finish-to-start (FS).

Finish-to-finish (FF).

Estimate Activity Resources

Sequence Activities

Estimate Activity Durations

Develop Schedule

Plan Human Resource Management.

Acquire Project Team.

Manage Project Team.

Develop Project Team.

Human resource management plan.

Activity resource requirements.

Personnel assessment tools,

Multi-criteria decision analysis.

Product analysis.

Variance analysis.

Document analysis,

Decomposition.

Initiating

Monitoring and Controlling

Planning

Executing

Cost baseline

Service level agreement

Memorandum of understanding

Business case

Expert judgment.

Performance reporting.

Bidder conferences.

Reserve analysis.

Nominal group technique.

Majority.

Affinity diagram.

Multi-criteria decision analysis.

Executing Process Group and Project Time Management

Executing Process Group and Project Cost Management

Planning Process Group and Project Time Management

Planning Process Group and Project Cost Management

Resource leveling and fast tracking

Fast tracking and crashing

Crashing and applying leads and lags

Scheduling tools and applying leads and lags

Legal

Discretionary

Internal

Resource

Human resources plan changes and project staff assignment updates

Project management plan updates and enterprise environmental factor updates

Resource calendars and project management plan updates

Team performance assessments and enterprise environmental factor updates

organizational function performing the temporary execution of activities that produce the same product or provide repetitive service.

temporary endeavor undertaken to create a unique product, service, or result.

organization that provides oversight for an administrative area.

organizational function performing the ongoing execution of activities that produce the same product or provide repetitive service.

quality plan.

schedule network.

management document update.

scope statement.

Monitor and Control Risks

Plan Risk Management

Perform Qualitative Risk Analysis

Perform Quantitative Risk Analysis

Oversight for an administrative area; a facet of the core business

Achieving the project objectives; providing management oversight for an administrative area

A facet of the core business; achieving the project objectives

Both are responsible for achieving the project objectives.

Control chart

Flowchart

Run chart

Pareto chart

Earned value analysis

Trend analysis

Project records

Performance reviews

scope creep.

a change request.

work performance information.

deliverables.

There is a cost underrun.

There is a cost overrun.

The project may not meet the deadline.

The project is 20 days behind schedule.

Brainstorming

Strategies for opportunities

Decision tree analysis

Risk data quality assessment

Cyclic

Progressive

Repetitive

Iterative

expert judgment.

rolling wave planning.

work performance information.

specification.

Cost risk simulation analysis

Expected monetary value analysis

Modeling and simulation

Sensitivity analysis

Plan contracting

Requesting seller responses

Selecting seller's

Planning purchase and acquisition

Expert judgment

Risk registry

Risk response planning

Interviewing

-8000

-2000

2000

8000

Fixed-price, cost reimbursable, time and materials

Make-or-buy, margin analysis, fixed-price

Time and materials, fixed-price, margin analysis

Make-or-buy, lump-sum, cost-plus-incentive

Organizational breakdown structure (OBS)

Work performance information

Work package

Work breakdown structure (WBS)

Program Management Body of Knowledge Guide

The Standard for Program Management

Organizational Project Management Maturity Model (OPM3$)

Guide to the Project Management Body of Knowledge (PMBOK®)

establish and manage project communication channels, both external and internal to the project team.

influence the stakeholders that want to circumvent integrated change control so that their changes are implemented.

monitor the ongoing project team against the team performance assessments and the project performance baseline.

observe and measure project performance regularly and consistently to identify variances from the project management plan.

Scope baseline

Organizational process assets

Project schedule

Resource calendars

Cost-reimbursable contracts

Time and Material contracts (T&M)

Fixed-price contracts

Cost Plus Fixed Fee Contracts (CPFF)

Risk register

Risk data quality assessment

Risk categorization

Risk urgency

Manage Stakeholder Expectations

Report Performance

Distribute Information

Plan Communications

Perform Qualitative Risk Analysis

Identify Risks

Plan Risk Management

Perform Quantitative Risk Analysis

Ishikawa

Milestone

Influence

Decision tree

Expert judgment

Project management software

Vendor bid analysis

Reserve analysis

Enterprise environmental factors.

Historical information,

Organizational process assets.

Corporate knowledge base.

Matrix diagram

Histogram

Control chart

Flowchart

Start-to-start (SS)

Start-to-finish (SF)

Rnish-to-finish (FF)

Finish-to-start (FS)

Determine Budget.

Baseline Budget.

Control Costs.

Estimate Costs.

Control

Bar

Flow

Pareto

Fixed Fee

Free Float

Fixed Finish

Finish-to-Finish

WBS directory

Activity list

WBS

Project schedule

Organizational chart

Organizational theory

Organizational structure

Organizational behavior

Plan Risk Responses

Manage Stakeholder Expectations

Define Scope

Report Performance

Executing.

Initiating,

Monitoring and Controlling.

Planning.

Internal failure costs

Prevention costs

Appraisal costs

External failure costs

Cost-reimbursable

Time and material

Fixed price or lump-sum

Cost-plus-fixed-fee

Perform Quality Control

Quality Metrics

Perform Quality Assurance

Plan Quality

Performance report

Work breakdown structure (WBS)

Requested changes

Project management plan

Requirements traceability matrix

Work breakdown structure (WBS) dictionary

Requirements management plan

Requirements documentation

Vendor risk assessment diagram

Risk register

Requirements traceability matrix

Area of responsibility summary

A project is behind schedule and the project manager wants the baseline to reflect estimated actual completion.

A customer has approved a change request broadening the project scope and increasing the budget.

One of the risks identified in the risk management plan occurs, resulting in a schedule delay.

One of the key project team resources has left the team and no replacement is available.

Approved change requests

Approved contract documentation

Work performance information

Rejected change requests

Perform Quality Control

Verify Scope

Control Scope

Develop Schedule

Portfolio

Process

Project

Program

Manage Quality

Plan Quality Management

Control Quality

Plan Scope Management

Change request

Risk response

Risk management plan

Lessons learned

Monitor project stakeholder relationships using engaging strategies and plans

Send all project documents to stakeholders each time they are modified

Schedule monthly meetings with the stakeholders, including team members

Engage only with the project sponsors

It will give the project manager Independence to make decisions without other departmental input.

It Integrates organizational data and information to ensure that strategic objectives are fulfilled.

The project management office can execute administrative tasks.

The project management office can coordinate projects.

Project Integration Management

Project Communications Management

Project Qualify Management

Project Risk Management

Project charter, business documents, and project management plan

Agreements, scope baseline, and project management plan

Project charter, business case, and project management plan

Work performance data, enterprise environmental factors, and project management plan

Organizational process assets

Change management plan

Communications management plan

Resource management plan

Plan Resource Management

Estimate Activity Resources

Estimate Costs

Acquire Resources

Project communications, project management plan updates, project documents updates, and organizational process assets updates

Work performance information, change requests, project management plan updates, and project documents updates

Communications management plan, project management plan updates, work performance report, and project documents update

Stakeholder engagement plan, change requests, project management plan updates, and project documents updates

The change control board is responsible for presenting the change for approval.

The change control board will analyze the change impact in terms of cost and schedule.

The change control board is responsible for managing the change management and configuration management systems.

The change control board is responsible for reviewing and approving changes to the project.

Cumulative probability distribution representing probability of achieving a particular outcome

Individual project risks or uncertainties that have the most potential impact on outcome

Best alternative out of the possible solutions, incorporating associated risks and opportunities

Diagram for all project uncertainties and their influence over a period of time

Because a one-size-fits-all approach avoids complications and saves time.

Because every project is unique and not every tool, technique, input, or output identified in the PMBOK Guide is required.

Because tailoring allows us to identify the techniques, procedures, and system practices used by those in the project.

Project managers should apply every process in the PMBOK Guide to the project, so tailoring is not required.

List of identified risks, potential risk owners, list of potential risk response

List of identified risks, list of causes, list of risk categories

Short risk titles, list of potential risk owners, list of impacts on objectives

List of activities affected, list of potential risk responses, list of causes