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

Expert judgment and data gathering

Networking and storytelling

Data analysis and decision making

Prototypes and product analysis

Project Planning

Monitoring and Controlling

Quality Planning

Throughout the project lifecycle

Identifying and planning procurement requirements, obtaining quotes or proposals, negotiating with vendors, contracting with selected vendors, and controlling procurements

Identifying and planning procurement requirements, negotiating with vendors, contracting with selected vendors, obtaining quotes or proposals, and controlling procurements

Controlling procurements, identifying and planning procurement requirements, obtaining quotes or proposals, negotiating with vendors, and contracting with selected vendors

Obtaining quotes or proposals, identifying and planning procurement requirements, negotiating with vendors, contracting with selected vendors, and controlling procurements

Review stakeholder register and meeting

Data analysis and communication skills

Data gathering and data analysis

Communication skills and cultural awareness

Escalation processes, person responsible for communicating the information, glossary of common terminology, methods or technologies used to convey the information

Phone book directory, stakeholder communication requirements, project charter, glossary of common terminology

Organizational chart, escalation processes, person responsible for communicating the information, project management plan, glossary of common terminology

Glossary of common terminology, constraints denved from specific legislation and regulation, person responsible for communicating information, project management plan, resource management plan

Design for X (DfX)

Problem solving

Process analysis

Risk report

Complete these user stories in the current sprint and extend the sprint length.

Advance these user stories to the top of the next sprint backlog.

Move these user stories back to the product backlog for reprioritization.

Remove these user stories as they are not important.

Customers

Sponsors

Directors

Resource managers

Do things right.

Do the right things

Ask how and when.

Rely on control

Add the risk to the project risk register, as the lack of solutions could impact how the product is built.

Add the issue to the project issue log, as it will impact the project performance.

Facilitate a brainstorming session for the team to discuss ideas to solve the problem.

Meet with the project sponsor to understand their vision on how to address the problem.

Ask the project coordinator to facilitate some of the workshops.

Invite both internal and external stakeholders to the workshops.

Engage a consultant that is familiar with the community needs.

Organize a workshop with the sponsor and major stakeholders.

Risk categorization

Project risk document updates

Strategies for overall project risk

Risk management plan

Create a product backlog with the information depicted in the WBS and prioritize the newly developed user stories into iterations.

Accept this limitation and perform accordingly since the WBS can only be used in Scrum iterations.

Consider reforming the structure of the company first as it is difficult for a company to transition from predictive to adaptive methods.

Save the WBS in the historical data as the information can only be used for educational purposes and not as inputs for creating user stories.

Change the adaptive tool that the team is using to calculate velocity.

Use the velocity of the last sprint, as it is the most recent one to share.

Add a 30% buffer to the velocity to calculate future velocity.

Calculate the average of the past five sprints to predict future velocity.

Metrics

Sprint

Charter

Backlog i

Run a spike to ensure all information available is correct and then decide which stories to implement.

Develop a user story analysis based on the work done, depicting the current status, S-curve, schedule variance (SV), and planned value (PV).

Plan the backlog by estimating and reprioritizing the user stories as new information becomes available.

Bring up all risks for implementing the user stories and discuss possible solutions.

Analogous estimating

Parametric estimating

Bottom-up estimating

Three-point estimating

Follow organizational methodology and produce all required deliverables.

Discuss the processes and deliverables needed to meet the project objectives with the team.

Identify the processes and deliverables for only the current phase first.

Integrate hybrid approach processes and deliverables to meet the short delivery timeline.

Project charter

Product roadmap

Project management plan

Product requirements

Changes in assigned resources

Changes in a technical solution

Changes in status reporting

Changes in the project's scope

A public company authorizes a project to create a new service for electric car sharing to reduce pollution.

A car company authorizes a project to build more fuel-efficient cars in response to gasoline shortages.

Researchers develop an autonomous car. with several new features to be commercialized in the future.

Stakeholders request that raw matenais be changed due to locally high costs.

Risk, resource, and communications management plans

Scope, quality, and resource management plans

Procurement, integration, and risk management plans

Communications, schedule, and cost management plans

Work breakdown structure (WBS)

Responsibility assignment matrix (RAM)

Organizational breakdown structure (OBS)

Resource breakdown structure (RBS)

Critical chain method

Graphical evaluation and review technique (GERT) diagram

Gantt chart

Project network diagram

Project manager experience, expert judgment, scope statement, and meetings

Lessons learned database. Interpersonal and team skills, cost baseline, and meetings

Expert judgment, data gathering. scope statement, schedule baseline, and meetings

Expert judgment, data gathering. interpersonal and team skills, and meetings

Develop Team

Manage Team

Control Resources

Plan Resource 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

The project and the organization

The organization and the industry

The subject matter experts and the project

The change control board and the organization

Manage Scope

Collect Requirements

Define Scope

Validate Scope

Risk register

Project requirements

Expert judgment

Make-or-buy analysis

Early requirements gathering

Feedback analysis

Progressive elaboration

Requirements documentation

Change request

Risk response

Risk management plan

Lessons learned

Withdraw/avoid

Smooth/accommodate

Compromise/reconcile

Collaborate/problem solve

project scope

product scope

service scope

product breakdown structure

Estimate Activity Durations

Create Work Breakdown Structure (WBS)

Direct and Manage Project Work

Estimate Activity Resources

Iterative scheduling with backlog

On-demand scheduling

Life cycle scheduling with backlog

Defining Iterative activities

8

18

36

40

Plan Schedule Management, Define Activities, Sequence Activities, Estimate Activity Durations, Define Quality of Activities. Develop Schedule

Plan Schedule Management. Define Activities, Sequence Activities, Estimate Activity Durations, Develop Schedule. Control Schedule

Plan Schedule Management. Define Activities, Sequence Activities, Estimate Activity Durations, Estimate Cost of Activities. Develop Schedule

Define Activities. Sequence Activities, Estimate Activity Durations. Define Quality of Activities. Estimate Cost of Activities, Develop Schedule

Validation and control

Benefits

Technology support

Physical location

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

Monitor Stakeholder Engagement

Manage Communications

Monitor Communications

Manage Stakeholder Engagement

Legal requirement

New technology

Social need

Economic change

Market Share brand recognition

Factory location

Local government regulation

Industry research

Company Culture

Return on investment

Earned Value

Schedule Performance Index

Bonuses based on accomplishment criteria

New working contract with more benefits

Promotion opportunities with this project

Assignment of key roles and responsibilities

Plan Communications Management

Manage Communications

Monitor Communications

Develop Project Management Plan

Executing

Planning

Initiating

Monitoring and Controlling

Predictive, because of the high risk that the company can be fined.

Predictive, because the requirements are clearly defined up-front.

Adaptive, because the government will provide constant feedback.

Adaptive, because the changes have never been implemented before.

Acquire Resources

Plan Resource Management

Estimate Activity Resources

Control Resources

Financing, bottom-up estimating, and expert judgment

Cost aggregation, analogous estimating, and financing

Expert judgment, financing, and cost aggregation

Expert judgment, analogous estimating, and bottom-up estimating

Procurement documents, contracts, requirements documentation, and basis of estimates

Basis of estimates, cost estimates, project schedule, and risk register

Business case, project charter, statement of work, and cost estimates

Scope baseline, resource management plan, activity list, and assumption log

Reviewing the change

Discussing the change

Analyzing the change

Approving the change

The product backlog does not contain a prioritized list of requirements.

The sprint backlog contains items to be completed during the current sprint.

The sprint backlog contains the list of items prioritized by the product owner.

The product backlog is a subset of the sprint backlog.

Verify product functionality.

Manage the project schedule.

Elicit product requirements.

Allocate project resources.

Adaptive

Hybrid

Iterative

Predictive

Three-point estimating

Parametric estimating

Analogous estimating

Relative estimating

The risk management plan and the assumption log

Costs estimates and cost forecast

The risk management plan and the basis of estimates

The assumption log and the project charter

Definition of done (DoD)

Burndown chart

Velocity chart

Definition of ready (DoR)

Iteration planning

Retrospective

Backlog refinement review

Daily standup

Cost plus award fee (CPAF) contract and fixed price contract

Fixed price contract and cost-reimbursable contract

Cost-reimbursable contract and time and material (T&M) contract

Time and material (T&M) contract and cost plus award fee (CPAF) contract

Brainstorming, Monte Carlo simulation, analogous estimation

Three-point estimation, resources leveling, iteration burndown chart

Milestone charts, parametric estimation, schedule baseline

Parametric estimation, three-point estimation, meetings

Timeboxing increases the time needed to accomplish tasks.

Iterations are longer than the execution phase of a traditional project.

Having a minimum viable product first can take more time.

It takes time to understand what the project needs to deliver.

Direct, control, and focus on structure.

Problem solve , achieve the bottom line, and focus on success.

Control, maintain project status, and develop.

Inspire, engage, and build relationships with people.

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

Risk assessment analysis

Make or buy analysis

Contract value analysis

Cost impact analysis

Inspection

Decomposition

Product analysis

Prototypes

Under budget ahead of schedule

Over budget, behind schedule

Under budget, behind schedule

Over budget, ahead of schedule

Manage Quality is all about following planned processes and provedures for quality, while Control Quality is about making sure that the product which is produced conforms to customer specifications.

Control Quality is all about following planned process and procedures for quality, while Manage Quality is about making sure that the product which is produced conforms to customer specifications.

Manage Quality and Control Quality are the same

Manage Quality is part of Quality Management and Control is a subset of the Stakeholder Management Process group

Detailed project scope statement

Creation of work breakdown strucure (WBS)

Impact analysis

Duration for implementation

Add the stakeholder to the communications management plan.

Conduct a one-on-one interview with the stakeholder.

Invite the stakeholder to the sprint-planning meeting.

Send the stakeholder a questionnaire.

Organize a workshop with the sponsor and major stakeholders.

Engage a consultant that is familiar with the community needs.

Ask the project coordinator to facilitate some of the workshops.

Invite both internal and external stakeholders to the workshops.

Activities and story points

Iteration and prioritization plans

Product roadmap and the product vision

Tasks and user stories

Focus on developing products by only using teams that are colocated.

Adopt an iterative development approach and conduct virtual meetings.

Benchmark and adopt best practices that are being used by the competition.

Arrange frequent colocated meetings and let the teams work together.

Interactive communications

Pull communications

Push communications

Communication style assessment

Cost-benefit analysis

Benchmarking

Cost of quality (COQ)

Lessons learned

Enables the development of make-or-buy decisions

Ensures that contract performance meets the terms of the legal agreement

Guarantees that legal agreements influence vendor selection

Assures that legal agreements guide contract closings

Helps determine whether a certain type of contract should be used

Project sponsor

Project manager

Person responsible for project scheduling

Person who is most familiar with the task

corrective action.

preventive action.

non-conformance report,

defect repair.

Two of the team members have been working in silos using different methods to validate their performance.

The team velocity was measured in the third sprint since the tool to measure velocity was introduced only in the third sprint.

The team picked up technical debt items in the third sprint as technical debt can only be picked up after completing two sprints.

Two of the team members were asked to do multitasking, which they did not do in the previous two sprints.

Update the schedule baseline

Review the schedule baseline

Initiate a change request

Update the risk register

Resource optimization

Iterative scheduling with a backlog

On-demand scheduling

Critical path method

Background, personality, and communications management plan

Personality, background, and escalation process

Sponsor relationship, personality and background

Current emotional state, personality, and background

Consult the legal department and subject matter experts (SMEs) regarding what to do to avoid failure.

Extend the time of product delivery and use management reserve to cover any losses.

Follow the risk response plan and allocate resources, if needed, to overcome the issue.

Accept any penalties that might occur and continue working as initially planned.

Matrix diagram

Histogram

Control chart

Flowchart

Perform Quality Control

Perform Quality Assurance

Plan Quality

Report Performance

Perform Quality Control

Quality Metrics

Perform Quality Assurance

Plan Quality

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.

Cyclic

Progressive

Repetitive

Iterative

Initiating

B Executing

Monitoring and Controlling

Planning

Scope baseline

Organizational process assets

Project schedule

Resource calendars

quality audits.

process analysis.

benchmarking.

inspection.

-8000

-2000

2000

8000

Control

Bar

Flow

Pareto

Team values, team agreements, and conflict resolution process

Conflict resolution process, communication guidelines, and meeting schedules

Team roles and responsibilities, team management, and training plan

Resource requirements, resource assignments, and team performance assessments

Earned value management (EVM)

Estimate at completion (EAC)

Earned value analysis (EVA)

Budget at completion (BAG)

requirements management, stability of requirements, development approach, and validation and control.

WBS guidelines, requirements templates, deliverable acceptance forms, and verified deliverables.

business needs, product descriptions, project restrictions, and project management plan.

issues defining and controlling what is included in the project, vended deliverables, and quality reports.

Formal authorization of the existence of the project

Formal acceptance of the project management plan

Formal approval of the detailed project budget

Formal definilion of stakeholder roles and responsibilities

Project Management

Program Management

Portfolio Management

Operations Management

Project stakeholders should be Identified and engaged in every phase of the project to influence the success of the project directly.

Project stakeholders should be identified and engaged once the prototype is completed to provide their feedback but refrain from making inputs during the project.

Project stakeholders should be identified when the project chatter is being completed and engaged during requirements gathering.

Project stakeholders should be identified and engaged during requirements elicitation but not during the Define Scope process.

Hold a face-to-face meeting with the project manager and warn them.

Point the director to a link where they can take a look at the reports.

Invite stakeholders to attend monthly progress review meetings.

Ask the project manager to update the monthly status report distribution list.

Organizational process assets

Change management plan

Communications management plan

Resource management plan

Take control of all decisions and product planning.

Build a team that can respond to changes within a collaborative, decision-making environment.

Promote a team with a narrow specialization within a hierarchical environment.

Delegate project decisions to the product owner and sponsor.

strategic plan

project

portfolio

program

organizational process assets

a requirements traceability matrix

the project charter

the project management plan

enterprise environmental factors

organizational process assets

the project management plan

the stakeholder register

Collect Requirements

Plan Scope Management

Define Scope

Define Activities

Define Scope.

Develop Project Management Plan.

Plan Scope Management.

Plan Quality Management.

low, peak as work is carried out, and drop as the project nears the end.

low, become steady as work is carried out, and increase as the project nears the end.

high, drop as work is carried out, and increase as the project nears the end.

high, become low as work is carried out, and drop as the project nears the end.

nominal group technique

majority

affinity diagram

multi-criteria decision analysis

Level of control.

Communication channels.

Scope.

Strategic alignment.

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.

Capture the lessons learned from other projects for comparison.

Contain the standard activity list.

Document and support the project change requests.

Prescribe the level of detail needed to manage the work.

improvement

program

result

portfolio

Activity attributes

Quality control measurements

Enterprise environmental factors

Deliverables

tracking

scoping

timing

defining

Information management systems

Work performance reports

Stakeholder analysis

Data gathering and representation

Estimate Costs

Control Costs

Plan Cost Management

Determine Budget

5

9

12

14

Inspection

Quality audits

Design of experiments

Root cause analysis

Quality assurance.

A stakeholder management plan.

Project team building.

Integrated change control.

10

12

14

16

Cost of quality

Historical relationships

Project management software

Forecasting

Cause-and-effect diagram

Histogram

Control chart

Scatter diagram

Deliverables.

Validated changes.

The change log.

The requirements traceability matrix.

prototypes

requirements

analyses

benchmarks

Influence/impact grid

Power/influence grid

Power/interest grid

Salience model

Influencing

Motivation

Negotiation

Trust building

Technical approach

Technical capability

Business size and type

Production capacity and interest

contingent risk

residual risk

potential risk

secondary risk

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.

Uniform

Continuous

Discrete

Linear

Executing

Planning

Monitoring and Controlling

Initiating

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

-2,000

0

1,000

2,000

Work breakdown structure

Context diagram

Control chart

Pareto diagram

organizational process assets

a requirements traceability matrix

the project charter

the project management plan

Functional managers

Business partners

Customers or sponsors

Subject matter experts

a Knowledge Area

a Process Group

program management

portfolio management

Close Procurements.

Control Procurements.

Plan Procurements.

Conduct Procurements.

realigned.

performed.

improved.

controlled.

Balanced matrix

Projectized

Strong matrix

Functional

Consultants and stakeholders

Stakeholders and functional managers

Project team members and consultants

Project team members and stakeholders

Schedule network analysis

Reserve analysis

Alternative analysis

Variance analysis

project management office

portfolio manager

program manager

project manager

A-B-C-F-G-I

A-B-C-F-H-I

A-D-E-F-G-I

A-D-E-F-H-I

Manage Project Team

Acquire Project Team

Plan Human Resource Management

Develop Project Team

Verified deliverables.

Validated deliverables.

Acceptance criteria.

Activity resource requirements.

appetite

tolerance

threshold

management

work package

deliverable

milestone

activity

Completed without planning

A routine business process

Long in duration

Ongoing to produce goods

Strong

Weak

Managed

Balanced

Continuous

Discrete

Regulated

Arbitrary

Validate Scope.

Plan Scope Management.

Control Scope.

Define Scope.

Procurement documents

Inspection and audits

Estimate budget

Risk register

Activity network diagrams

Affinity diagrams

Matrix diagrams

Interrelationship digraphs

Control chart

Flowchart

Checksheet

Pareto diagram

Cost management plan.

Work performance information.

Quality management plan.

Work breakdown structure.

Performance measurement baseline.

Analysis of project forecasts,

Summary of changes approved in a period,

Analysis of past performance.

Enhance

Share

Exploit

Accept

Facilitation techniques

Expert judgment

Analytical techniques

Variance analysis

Given immediately after the project is completed.

Something that is tangible.

Formally given during project performance appraisals.

Satisfying a need valued by the individual.

Interactive communication

Claims administration

Conflict management

Performance reporting

Cost variance (CV)

Cost performance index (CPI)

Budget at completion (BAC)

Variance at completion (VAC)

Organizational process assets and the project charter,

Enterprise environmental factors and schedule tools.

Time tables and Pareto diagrams.

Activity attributes and resource calendars.

Project Quality Management and Project Time Management

Project Scope Management and Project Risk Management

Project Stakeholder Management and Project Cost Management

Project Integration Management and Project Procurement Management

Adaptive

Predictive

Incremental

Iterative

Pareto diagram

Performance reporting

SWOT analysis

Expert judgment

Decomposition

Modeling techniques

Resource optimization

Meetings

Enterprise environmental factors

Work performance reports

Organizational process assets

Context diagrams

Earned value management.

Enterprise environmental factors.

Organizational process assets.

Work performance information.

Nominal group technique

Idea/mind mapping

Affinity diagram

Brainstorming

Benchmarking, expert judgment, and analytical techniques

Statistical sampling, benchmarking, and meetings

Negotiations, pre-assignment, and multi-criteria decision analysis

Expert judgment, analytical techniques, and meetings

Project Communications Management

Project Integration Management

Project Risk Management

Project Scope Management

Identify Risks

Control Risks

Plan Risk Management

Plan Risk Responses

Historical relationships

Dependency determination

Bottom-up estimating

Rolling wave planning

Change request

Requirements documentation

Scope baseline

Risk urgency assessment

change requests

enterprise environmental factors

the stakeholder management plan

the change log

Direct and Manage Project Work

Develop Project Management Plan

Plan Quality Management

Monitor and Control Project Work

Plan Human Resource Management.

Acquire Project Team.

Manage Project Team.

Develop Project Team.

Estimate Activity Resources

Sequence Activities

Estimate Activity Durations

Develop Schedule

Risk and uncertainty increase; the cost of changes increases.

Risk and uncertainty increase; the cost of changes decreases,

Risk and uncertainty decrease; the cost of changes increases.

Risk and uncertainty decrease; the cost of changes decreases.

Before the Define Activities process

During the Define Activities process

Before the Sequence Activities process

During the Sequence Activities process

Urgent information need

Sensitivity of information

Project environment

Ease of use

Project Scope Management

Project Human Resource Management

Project Integration Management

Project Time Management

Acquisition

Earned value management

Vendor bid analysis

Forecasting

Supportive

Directive

Controlling

Instructive

0.50

0.67

1.50

2.00

Timing

Methodology

Risk categories

Budgeting

Develop Project Team.

Manage Project Team.

Acquire Project Team.

Plan Human Resource Management.

Project document updates

Activity list

Activity attributes

Project calendars

Project Risk Management

Project Human Resource Management

Project Scope Management

Project Stakeholder Management

Nominal group technique.

Majority.

Affinity diagram.

Multi-criteria decision analysis.

Inspection

Variance analysis

Decomposition

Product analysis

Organizational process updates

Quality metrics

Change requests

Quality control measurements

Liabilities

Inspections

Training

Equipment

Human resource management plan.

Activity resource requirements.

Personnel assessment tools,

Multi-criteria decision analysis.

Decision tree diagram.

Tornado diagram.

Pareto diagram.

Ishikawa diagram.

Planning

Executing

Closing

Initiating

Plan Schedule Management.

Develop Project Charter.

Develop Schedule.

Plan Scope Management.

Control Quality

Control Scope

Monitor and Control Project Work

Perform Integrated Change Control

Project Cost Management

Project Scope Management

Project Time Management

Project Integration Management

Expert judgment.

Performance reporting.

Bidder conferences.

Reserve analysis.

Feedback analysis

Stakeholder analysis

Communication management plan

Stakeholder management plan

Only once, at the beginning

At the beginning and the end

Once during each phase

Repeatedly

Monitor and Control Project Work

Perform Quality Assurance

Close Project or Phase

Control Scope

Independent estimates

Market research

Analytical techniques

Bidder conferences

A risk urgency assessment.

The scope baseline.

Work performance information.

Procurement audits.

While developing the project charter

In parallel with the other planning processes

As part of a detailed risk analysis

As a separate step from the other planning processes

Executing

Planning

Initiating

Closing

Plan Risk Management

Plan Risk Responses

Perform Quantitative Risk Analysis

Perform Qualitative Risk Analysis

Force/direct

Withdraw/avoid

Compromise/reconcile

Collaborate/problem solve

Continuous improvement.

Predictive planning.

Progressive elaboration.

Quality assurance.

Control Costs

Determine Budget

Estimate Costs

Estimate Activity Resources

Benchmarking.

Context diagrams.

Brainstorming.

Prototyping.

Schedule

Checklist

Assumption

Cost-Benefit

Market conditions and published commercial information

Company structure and market conditions

Commercial information and company structure

Existing human resources and market conditions

Organizational process assets

Resource availability

Perform Integrated Change Control

Team performance assessment

Portfolio

Project

Program

Operations

Coaching

Avoidance

Consensus

Influencing

-700

-200

200

500

Cost-benefit analysis

Variance analysis

Reserve analysis

Stakeholder analysis

Resource breakdown structure

Staffing management plan

Project organizational chart

Scope management plan

Intuitive

Iterative

Measured

Monitored

Product performance.

Budget process.

Collective capabilities.

Organizational strategy.

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.

Critical path method

Variance analysis

Schedule compression

Schedule comparison bar charts

US$158,700

US$172,500

US$187,500

US$245,600

structure.

process asset.

matrix.

breakdown structure.

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).

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.

Finish-to-start planning

Rolling wave planning

Short term planning

Dependency determination

events that will inevitably impact project and organizational objectives.

the effect of uncertainty on their project and organizational objectives.

events which could have a negative impact on project and organizational objectives.

the negative impact of undesired events on their project and organizational objectives.

Integrating all planned activities

Performing the activities included in the plan

Developing and maintaining the plan

Execution of deliverables

Scope changes

Resource limitations

Risk analysis

Quality audits

Project charter

Project scope statement

Scope management plan

Project document updates

Responsibility assignment matrix (RAM)

Work breakdown structure (WBS) update

Project schedule network diagram

Mandatory dependencies list

Resource plan

Project management plan

Cost control plan

Expected monetary value plan

Sole-sum

Win-lose

Lose-win

Partial-sum

Parametric estimating

Monte Carlo analysis

Alternatives analysis

Bottom-up estimating

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

Cost-Reimbursable Contract (CR)

Firm-Fixed -Price Contract (FFP)

Fixed-Price-Incentive-Fee Contract (FPIF)

Complete project phase

Project life

The project life cycle

Project cycle

Customer request

Market demand

Technological advance

Strategic opportunity

Plan Procurements.

Control Procurements.

Close Procurements.

Conduct Procurements.

Utilize the change control process.

Crash the schedule to fix the defect.

Leave the defect in and work around it.

Fast-track the remaining development.

Work breakdown structure

Organizational breakdown structure

Resource breakdown structure

Bill of materials

0.45

0.56

0.70

1.36

Procurement audit

Lessons learned

Performance reporting

Payment requests

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.

Risk register

Risk breakdown structure (RBS)

Risk management plan

Risk category

At project initiation

During work performance analysis

Throughout the life of the project

At project milestones

Organizational breakdown structure (OBS)

Resource breakdown structure (RBS)

Work breakdown structure (WBS)

Project breakdown structure (PBS)

Scope

Quality

Specification

Grade

Functional managers and manager of project managers

Functional managers only

Project managers only

Technical managers and project managers

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.

budget at completion (BAC)

earned value management (EVM)

to-complete performance index

cost performance index

Analogous

Parametric

Bottom-up

Top-down

Organizational process assets

A work breakdown structure

The project management plan

Enterprise environmental factors

A project schedule network diagram

A schedule management plan

Schedule data

Schedule forecasts

change requests

team performance assessments

project staff assignments

project documents updates

Failure modes and effects analysis

Design of experiments

Quality checklist

Risk analysis

Cost management plan

Quality management plan

Communications management plan

Risk management plan

Identify Stakeholders.

Plan Stakeholder Management.

Control Stakeholder Engagement.

Manage Stakeholder Engagement.

Identifying quality standards that are relevant to the project and determining how to satisfy them.

Monitoring and recording the results of executing the quality activities to assess performance and recommend necessary changes.

Ensuring that the entire project team has been adequately trained in quality assurance processes.

Applying Monte Carlo, sampling, Pareto analysis, and benchmarking techniques to ensure conformance to quality standards.

Develop Project Management Plan, Collect Requirements, Create WBS

Develop Project Management Plan, Control Scope, Develop Schedule

Develop Project Charter, Define Scope, Estimate Costs

Develop Project Charter, Direct and Manage Project Execution, Close Project or Phase

Identify Risks

Perform Qualitative Risk Analysis

Plan Risk Management

Perform Quantitative Risk Analysis

a project by dividing the project into more manageable sub-projects.

a project by utilizing a portfolio of general management skills such as planning, organizing, staffing, executing, and controlling.

all projects undertaken by a company.

a collection of projects that are grouped together to facilitate effective management and meet strategic business objectives.

Requested changes

Approved change requests

Work performance information

Implemented defect repair

Feelings of trust and improved cohesiveness

Ground rules for interaction

Enhanced resource availability

Functional managers becoming more involved

always be applied uniformly.

be selected as appropriate by the sponsor.

be selected as appropriate by the project team.

be applied based on ISO guidelines.

resource calendar.

activity list.

risk management plan.

organizational process assets.

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.

Team performance assessment

Roles and responsibilities

Staffing management plan

Enterprise environmental factors

Approved change requests

Approved contract documentation

Work performance information

Rejected change requests

Define Activities

Estimate Activity Durations

Estimate Activity Resources

Sequence Activities

Manage Stakeholder Expectations

Report Performance

Distribute Information

Plan Communications

EV less AC

AC less PV

EV less PV

AC less EV

Enterprise environmental factors.

Historical information,

Organizational process assets.

Corporate knowledge base.

Teaming

Collective bargaining

Sharing

Working

Monitor and Control Risks

Plan Risk Management

Perform Qualitative Risk Analysis

Perform Quantitative Risk Analysis

expert judgment.

rolling wave planning.

work performance information.

specification.

Activity sequencing

Resource leveling

Lead and lag adjusting

Crashing

Applying calendars

Resource leveling

Resource planning

Resource conflict management

Internal failure costs

Prevention costs

Appraisal costs

External failure costs

Perform Quality Control

Verify Scope

Control Scope

Develop Schedule

Project schedule

Organizational process assets updates

Project document updates

Work performance information

Preventive action

Risk management

Corrective action

Defect repair

Organizational chart

Organizational theory

Organizational structure

Organizational behavior

Change requests

Variance analysis

Accepted deliverables

Requirements documentation

effort of addressing each process to determine which are appropriate and their appropriate degree of rigor.

act of creating a project team with the specialized skills required to produce a required product or service.

action taken to bring a defective or nonconforming component into compliance with requirements or specifications.

adjustment of the respective influences of time, cost, and quality in order to most efficiently achieve scope.

Customer requests and/or issue resolution

Stakeholder expectations and/or strategic opportunity (business need)

Technological advancement and/or senior executive request

Market demand and/or legal requirements

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

Three weeks

Four weeks

Five weeks

Six weeks

US$S000

US$9500

US$10,000

US$12,500

updates.

defect repairs.

preventive actions.

corrective actions.

Influence diagrams

Brainstorming

Assumption analysis

SWOT analysis

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®)

Analogous

Parametric

Three-point

What-if scenario analysis

Project life cycle

Work breakdown structure (WBS)

Enterprise environmental factors

Project initiation

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

quality management plan.

project management plan.

communications management plan.

schedule management plan.

Rolling wave planning

Precedence diagramming method (PDM)

Alternatives analysis

Parametric estimating

Performed by systems

Constrained by limited resources

Repetitiveness

Uniqueness

Probability and impact matrix

Contingency analysis report

Risk urgency assessment

Rolling wave plan

Executing

Monitoring and Controlling

Planning

Initiating

Conduct Procurements

Plan Procurements

Administer Procurements

Close Procurements