1.

According to the Project Management Body of Knowledge (PMBOK), a “project”

is a temporary endeavor undertaken to create a unique product or service.”
2. Triple constraint- project scope, time and cost
3. A portfolio is a collection of projects or programs and other work that are
grouped
together to facilitate effective management of that work to meet strategic
business
objectives. The projects or programs in the portfolio may not necessarily be
interdependent or directly related
4. Project Portfolio Management is a management process to select the projects
that
should be invested in. Specifically, it is the selection process based on the
need,
profitability, and affordability of the proposed projects.
5. A project management office (PMO) is an organizational unit to centralize and
coordinate the management of projects under its domain. A PMO can also be
referred
to as a "program management office," "project office," or "program office." A
PMO
oversees the management of projects, programs, or a combination of both
6. Project management is a set of tools and techniques that are used to organize
the
work of the project to help bring about a successful project.
7. The contract between the organization and the vendor super cedes all other
workrelated
documents
8. Customers, internal or external, are the most important stakeholders in a
project
9. Scope verification must take place at the end of each phase
10.Money already spent on a project is called sunk cost and should not be taken
into
consideration when determining if a project should continue. Instead, the cost
of the
work to complete is one of the elements that should be taken into
consideration when
considering to kill a project
11.Phase end reviews are also called phase exits, phase gates, or kill points.
12.The project life cycle goes through a series of phases to create the product
13.Project managers manage things, but lead people. What's the difference?
Management is the process of getting the results that are expected by project
stakeholders.
Leadership is the ability to motivate and inspire individuals to work towards
those
expected results.
14.Project
1. Projects don't last forever. They are temporary and unique
 2. Projects pass through logical phases to reach their completion
3. Purpose of Project is to attain its objective and then terminate
15.Operations
1. Operations, however, do go on and on. They are ongoing and repetitive
2. Operations may be influenced, or even created, by the outcome of a
project
3. Objective of an ongoing operation is to sustain business
16.Organization Structure
1. Functional
2. Matrix
1. Weak
2. Balanced
3. Strong
3. Projectized
17.Organization Structure And Project Characteristics
1. Functional
1. PM's Authority [Little or none]
2. Resource Availability [Little or none]
3. Who controls Project Budget [Functional Manager]
4. PM's Role [Part - Time]
5. PM Admin Staff [Part - Time]
2. Weak Matrix
1. PM's Authority [Limited]
2. Resource Availability [Limited]
3. Who controls Project Budget [Functional Manager]
4. PM's Role [Part - Time]
5. PM Admin Staff [Part - Time]
3. Balanced Matrix
1. PM's Authority [Low to moderate]
2. Resource Availability [Low to moderate]
3. Who controls Project Budget [Mixed]
4. PM's Role [Full - Time]
5. PM Admin Staff [Part - Time]
4. Strong Matrix
1. PM's Authority [Moderate to high]
2. Resource Availability [Moderate to high]
3. Who controls Project Budget [Project Manager]
4. PM's Role [Full - Time]
5. PM Admin Staff [Full - Time]
5. Projectized
1. PM's Authority [High to almost total]
2. Resource Availability [High to almost total]
3. Who controls Project Budget [Project Manager]
4. PM's Role [Full - Time]
5. PM Admin Staff [Full - Time]
18.The WBS is a decomposition of all the deliverables the project will create
19.Inspections may also be known as:
a. Reviews
b. Product reviews
c. Audits
d. Walk-throughs
20.Graphical evaluation and review technique (GERT) models allow for loops and
conditional branching
21.Crashing adds more resources to activities to decrease their duration, which
typically
adds cost
22.Project calendar This calendar shows when work is allowed on the project. For
example, a project may require the project team to work nights and weekends
so as
not to disturb the ongoing operations of the organization during working hours.
In
addition, the project calendar accounts for holidays, working hours, and work
shifts
that the project will cover
23.Resource calendar The resource calendar controls when resources, such as
project
team members, consultants, and SMEs are available to work on the project. It
takes
into account vacations, other commitments within the organization, or
restrictions on
contracted work, overtime issues, and so on
24.Program Evaluation and Review Technique (PERT) uses a weighted average
formula to predict the length of activities and the project. Specifically, PERT
uses a
'pessimistic,' 'optimistic,' and 'most likely' estimate to predict when the project
will be
completed
25.The critical path is the longest path to completion in the network diagram.
26.Activities on the critical path have no float or slack.
27.Free float is the amount of time an activity can be delayed without affecting
the next
activity's scheduled start date.
28.Total float is the amount of time an activity can be delayed without affecting
the
project end date.
29.Heuristic is simply a rule of thumb
30.Crashing involves adding resources, which typically increases cost.
31.Fast tracking adds risk as tasks are allowed to overlap
32.Each resource in the project must be accounted for and assigned to a cost
category.
Categories include the following:
a. Labor costs
 b. Material costs
c. Travel costs
d. Supplies
e. Hardware costs
f. Software costs
g. Special categories (inflation, cost reserve, and so on)
33.There are three generally accepted categories of estimating accuracy:
a. Rough order of magnitude This estimate is “rough” and is used during the
Initiating processes and in top-down estimates. The range of variance for the
estimate can be –25 percent to +75 percent.
b. Budget estimate This estimate is also somewhat broad and is used early in
the planning processes and also in top-down estimates. The range of variance
for the estimate can be –10 percent to +25 percent.
c. Definitive estimates This estimate type is one of the most accurate. It is
used
late in the planning processes and is associated with bottom-up estimating. The
range of variance for the estimate can be –5 percent to +10 percent.
34.The opportunity cost is the amount of the project that was not chosen
35.Quality is the sum of the characteristics of a product that allow it to meet the
demands
or expectations of the project
36.Grade, according to the PMBOK, “is a category or rank given to entities having
the
same functional use but different technical characteristics.”
For example, there are different grades of paint, different grades of metal,
and even
different grades of travel.
37.The design of experiments (DOE) approach relies on statistical what-if scenarios
to determine what variables within a project will result in the best outcome.
38.Design of experiments is an analytical technique that identifies the elements or
variables that will have the greatest effect on overall project outcomes
39.There are five types of powers the project manager yields: (R F C E R)
a. Reward
b. Formal
c. Coercive (penalty) d. Expert
e. Referent
40.Among the above powers Reward, Formal & Coercive (penalty) come with the
"Position"
41.Expert & Reward are considered the best types of powers and Coercive
(penalty) is "Least" for obvious reasons
42.Seven reasons for conflict, in order of most common to least common:
a. Schedules
b. Priorities
c. Resources
d. Technical beliefs
e. Administrative policies and procedures
 f. Costs
g. Personalities
43.Five different approaches to conflict resolution
a. Problem solving (win - win) [BEST]
b. Forcing (win - lose)
c. Compromising (lose - lose)
d. Smoothing
e. Withdrawal
NOTE: Forcing (win - lose) and Problem Solving (win - win) are the ONLY two
modes that result in a RESOLUTION to the conflict.
44.The halo effect is the promoting the person to manage projects since he/she is
good at a technology
45.Confronting (Problem Solving) is the best problem-solving technique since it
meets the problem directly
46.In a Weak Matrix structure, functional management will have more authority
than the
project manager
47.Within communicating there are five characteristics that affect the message:
a. Paralingual: pitch, tone, and voice inflections
b. Feedback: sender confirmation of the message by asking questions, for a
response, or other confirmation signals
c. Active listening: receiver confirms message receipt
d. Effective listening: receiver offers confirmation of the message, such as
nodding
their head, asking questions, or other interactions.
e. Nonverbal: facial expressions, hand gestures, and body language
48.One of the first inputs to risk management is the project charter
49.Historical information is always an excellent source of information for risk
identification
50.Brainstorming is likely the most common approach to risk identification
51.Force majeure is a powerful and unexpected event, such as a hurricane or
other
disaster
52.Contracts are known by many names:
a. Agreement
b. Subcontract
c. Purchase order
d. Memorandum of understanding
53.All contracts in the United States are backed by the US court systems
54.According to the Guide to the PMBOK, the project charter should be published
by a
manager external to the project but with sufficient power and authority to
carry it off.
55.When a project is performed under contract, the contract can serve as the
project
charter
56.Cost reimbursable contracts are used when the degree of uncertainty is high
and when
the project requires a large investment prior to completion of the project
57.The scope statement contains an exhaustive list of the project deliverables,
their
requirements, and measurable criteria used to determine project completion
58.The scope statement is an output to the Scope Definition process and is used to
create
the WBS
59.Cause-and-effect diagrams, also called Ishikawa or fishbone diagrams, show the
relationship between the effects of quality problems and their causes
60.The primary function of the Closing process is to formalize project completion
and
disseminate this information to the project participants
61.According to the Guide to the PMBOK, the project manager is identified and
assigned
as an output of the Initiation process. In practice, project managers are very
often
assigned at the beginning of this process.
62.The work package level is the lowest level in the WBS. Time and cost
estimation is
easily determined at this level as are resource assignments. Quality control
measurements can be determined at this level as well.
63.The code of accounts is assigned to the elements in the WBS
64.Each element in the WBS is assigned a unique identifier. These are collectively
known
as the code of accounts
65.The Responsibility Assignment Matrix (RAM) links project roles and
responsibilities with
project activities
66.The WBS is the deliverables-oriented hierarchy of project work.
67.The staffing management plan details how and when human resources will be
added to
and taken off the project. It is an output of Organizational Planning
68.Analogous estimating is not a qualitatively based technique. It is a top-down
estimating technique that considers previous similar activities when calculating
estimates
69.Mandatory dependency, also known as hard logic. Mandatory dependencies are
inherent in the nature of the work
70.Discretionary dependencies, also called preferred logic, preferential logic, and
soft
logic, are defined by the project management team
71."Best Practice” often refers to a specific sequence of work, described in terms
of “Soft
Logic”. Sometimes "Experience" is also attributes to Soft Logic
72.Finish to start is the most commonly used logical relationship in PDM and most
project
management software packages
73.There are three major documents and each has a specific purpose:
a. Project Charter. Formally authorizes the project.
b. Project Scope Statement. States what work is to be accomplished and what
deliverables need to be produced.
c. Project Management Plan. States how the work will be performed
74.Philip Crosby devised the zero defects theory, meaning do it right the first
time. Proper
Quality Planning leads to less rework and higher productivity
75.According to Bruce Tuckmann, “Forming, Storming, Norming and Performing ”
are the
stages of team development
76.The performing stage is similar to Maslow’s self-actualization
77.Myers Brigg’s theory states that “Sensing” and “Intuition” personality types are
related
to “Information” preference in other words ‘Hard Data verses what might be’
78.Juran = Fitness for use, conformance. Quality by design.
79.Joseph M. Juran is noted for his fitness for use premise. Simply put, this means
the
stakeholders’ and customers’ expectations are met or exceeded.
80.W. Edwards Deming suggested that as much as 85 percent of the cost of quality
is a
management problem
81.Shewhart = Plan-Do-Check-Act cycle.
82.TQM = Quality must be managed in and must be a continuous process
83.Six Sigma = Six Sigma is a measurement-based strategy; no more than 3.4
defects
per million.
84.Kaizen = Continuous improvement; improve quality of people first.
85.Continuous improvement = Watch continuously for ways to improve quality.
86.Statement of work (SOW) comprises of
1. Business Need
2. Product Scope Description and
3. Strategic Plan
87.Conflict should be addressed early and usually in private, using a direct,
collaborative
approach
88.Organization, Environmental & external assumptions should be addressed by
the
Project Charter
89.WBS Dictionary” is a document which describes the details for each component
in the
WBS. It includes a breif description of the of the “Scope” or “Statement of the
 work” ,
defined deliverables, a list of associated activities, and a list of milestones
90.Project Manager must consider “cultural differences” while deciding upon
recongnization and rewards during team development.
91.Technical inability and poor risk management by the contractor is mostly the
reason
for the project not to meet the customer expectations
92.Critical Chain Project Management” is typically the “Management of Buffers”
93.Critical Chain is another schedule network analysis technique that modifies the
project
schedule to account for limited resources
94.The Critical Chain method adds duration buffers that are non-work schedule
activities
to maintain focus on the planned activity durations
95.Cost Of Quality (COQ) are the cost types in modern quality management
1. “Prevention Costs”,
2. “appraisal costs” &
3. “failure costs”
96.The key components of the communication model include:
a. Encode.
b. Message.
c. Medium.
d. Noise.
e. Decode.
97.Common formats for performance reports include
1. Bar charts,
2. S curves,
3. Histograms, and
4. Tables.
98.Face-to-face meetings are the most effective means for communicating and
resolving
issues with stakeholders.
99.Order of Magnitude estimates are also knows as conceptual, ballpark or
preliminary
estimates
100. “Tight Matrix” is putting all project personnel together. Also referred as
“collocated”
101. Strategies for “Negative Risks or threats” (Avoid Transfer Mitigate)
102. Strategies for “Postive Risks or Opportunities” (Share Exploit Enhance)
103. Common Strategy for both threats and opportunities is “Acceptance”
104. There are 3 stages of “reaction to stress” (Alarm, Resistance &
Exhaustion)
105. Some of the traits/qualities exhibited by effective leaders are
1. Flexibility,
2. Ambition,
3. Intelligence,
 4. Decisiveness,
5. Creativity,
6. Persistence and
7. Energy
106. Detailed Tasks are detailed in “Project Schedule”, which is part of
Project Plan and note its NOT WBS. WBS is a “deliverable oriented document”
107. An abnormal trend is formed when seven or more consecutive data
points reflect a steadily increasing or decreasing pattern over time
108. Scope Verification is concerned with the acceptance of deliverables
109. Quality control is concerned with making sure the deliverables meet
quality requirements. Quality Control is done first; both are Monitoring and
Controlling processes.
110. Quality Assurance (Executing) is focused on process: process analysis,
quality audits, etc.
111. Quality Control (Monitoring and Controlling) is focused on sampling
results to see if they meet quality standards
112. Code of Accounts identifies WBS items; Chart of Accounts monitors
project costs by category
113. In decision tree, a circle is a chance
114. In Precedence Diagramming Method (PDM) or Activity on Node (AON)
network diagrams, nodes are activities and arrows are dependencies
115. In Arrow Diagramming Method (ADM) or Activity on Arrow (AOA) network
diagrams, arrows are activities and nodes are dependencies
116. Dummies are only used on ADM
117. ADM tasks can only have FS relationships
118. PDM uses one time estimate to determine duration, while ADM can use
more than one time estimate.
119. Scope Verification is done during Project monitoring and controlling BUT
Product verification is done during the Project Closing
120. Audits:
o Quality Audit in Perform QA,
o Risk Audit in Risk Monitoring and Control,
o Inspections and Audits in Contract Administration,
o Procurement Audits in Close Contracts
121. The outputs of process groups are:
o initiating: charter and preliminary scope statement;
o planning: project management plan;
o executing: work results;
o monitoring: corrective actions;
o closing: project product.
122. Reporting formats:
o Forecast Report (what is expected to happen on a project),
o Progress Report (what happened since the last report),
o Status Report (state of the project at the current time),
o Earned Value Report (focuses on Earned Value Management),
o Variance Report (what happened vs. what should have happened).
123. Performance Reporting is a Controlling process. It creates Performance
Reports, which are comparisons of performance to the performance baselines.
These are typically done in tabular or graphical format.
124. Information Distribution is an Executing process. It creates
Organizational Process Assets such as project presentations, stakeholder
notifications and status reports.
125. Develop Project Team is an Executing Process. It creates a Team
Performance Assessment, and helps you determine what additional training
would be beneficial.
126. Manage Project Team is a Controlling Process. It creates input to
performance appraisals as well as recommended changes, corrective actions
and preventative actions.
127. Scope Baseline includes
1. Project Scope Statement,
2. WBS, &
3. WBS Dictionary
128. A large portion of the PM’s time while the work is being done is spent
measuring and implementing corrective actions
129. Project Close Process includes creation of two procedures
o Administrative closure procedure and
o Contract closure procedure
The difference between the two is focus, formality and frequency.
Administrative closure focuses on closing the project or project phase whereas
Contract closure focuses on closing a contract that is part of the project
130. Contingency Reserve (Known Unknowns) is for the risks remaining after
the Risk Response Planning Management Reserve (Unknown Unknows is any
extra amount reserved t cover “unforeseen risks”
Cost Baseline will include the Contingency Reserve
Cost Budget will include the Management Reserve
131. Quality is defined as the degree to which the project fulfills requirement
132. Quality MUST BE PLANNED IN AND NOT INSPECTED IN
133. The Project Manager ultimately has the responsibility for the Product of
the Project and
134. Senior Management is responsible for the Quality of entire Organization
135. Cost of Nonconformance is greater than the cost of conformance
136. Most projects will fit one of the six needs and demands
o Market demand
o Business need
o Customer request
o Technological advance
o Legal requirement
o Social need
137. The project charter (which is an output of the Develop the Project
Charter process) is the written acknowledgment that the project exists. The
project charter names the project manager and gives that person the authority
to assign organizational resources to the project
138. Net present value (NPV) assumes reinvestment is made at the cost of
capital
139. IRR assumes reinvestment at the IRR rate and is the discount rate when
NPV is equal to zero
140. Payback period does not consider the time value of money and is
therefore the least precise of all the cash flow analysis techniques
141. Preliminary project scope statement describes the objectives of the
project and the high level requirements needed to satisfy stakeholder
expectations
142. The PMIS in the Develop Project Management Plan process includes a
subsystem called the configuration management system
143. Change control system, which is a subsystem of the configuration
management system
144. Stakeholder analysis is a tool and technique of Scope Definition used to
determine and document the needs, wants, and expectations of stakeholders
and prioritize and quantify those needs into project requirements
145. The purpose of the project scope statement is to document the project
objectives, deliverables, and requirements so that they can be used to direct
the project team’s work and as a basis for future project decisions
146. The scope statement further elaborates the project objectives,
deliverables, requirements, and constraints and assumptions defined in the
preliminary scope statement. It serves as a basis for future project decisions
147. Alternatives identification is a tool and technique of the Scope Definition
process that includes brainstorming and lateral thinking techniques
148. Poor scope definition might lead to cost increases, rework, schedule
delays, and poor morale
149. According to the PMBOK Guide, functionality and specific conditions that
must be met in order to satisfy the project, contract, standard, or specification
describe the criteria for requirements, not objectives
150. Product analysis (TT Scope Definition) includes techniques such as value
engineering, value analysis, systems analysis, systems engineering, product
breakdown, and functional analysis
151. The product scope description can be used as an input to the Scope
Definition process when the project charter and/or preliminary project scope
statement are missing
152. The lowest level of any WBS is called the work package level
153. For the exam, remember that the key to DOE is that it equips you with a
statistical framework that allows you to change the variables that have the
greatest effect on overall project outcomes at once instead of changing one
variable at a time.
154. Quality checklists are an output of the Quality Planning process, and
checklist analysis is a tool and technique of the Risk Identification process
155. Cost-benefit analysis considers trade-offs in the Quality Planning process
156. Benchmarking compares previous similar activities to the current project
activities to provide a standard to measure performance against.
157. Failure costs; is also known as the cost of poor quality. Failure costs
include both internal and external costs. Internal failure costs are costs
associated with not meeting the customer’s expectations
while you still had control over the product. This results in rework, scrapping,
and downtime.
158. The process improvement plan is a subsidiary plan of the project
management plan and targets inefficiencies in a process or activity. The quality
baseline is used to document the quality objectives of the project and is used
as a basis for future Quality processes
159. The WBS dictionary should be documented with the code of account
identifier, an SOW, the responsible organization, and a milestone schedule for
the WBS components
160. Design of experiments is a tool and technique of the Quality Planning
process that provides statistical analysis for changing key product or process
elements all at once (not one at a time) to optimize the process
161. According to the PMBOK Guide, the risk management plan should include
the following elements:
o Methodology
o Roles and responsibilities
o Budgeting
o Timing
o Risk categories
o Definitions of risk probability and impact
o Probability and impact matrix
o Revised stakeholder tolerances
o Reporting formats
o Tracking
162. The output of the Risk Identification process is the risk register. The risk
register contains the following elements:

 List of identified risks

 List of potential responses
 Root causes of risks
 Updated risk categories

163. Risk urgency assessment is a tool and technique of Qualitative Risk

Analysis process
164. Qualitative Risk Analysis is a fast and easy method of determining
probability and impact
165. The risk management plan details how risk management processes will
be implemented, monitored, and controlled throughout the life of the project.
166. The risk management plan does not include responses to risks or
triggers. Responses to risks are documented in the risk register as part of the
Risk Response Planning process
167. The information-gathering techniques in the Risk Identification process
are
 o brainstorming,
o the Delphi technique,
o interviewing,
o root cause identification, and
o SWOT analysis.
168. Quantitative Risk Analysis analyzes the probability of risks and their
consequences using a numerical rating
169. Monte Carlo analysis is a simulation technique & not a Modeling
technique
170. When the question describes sensitivity analysis, which is a tool and
technique of the Quantitative Risk Analysis process. Tornado diagrams are
often used to display sensitivity analysis data
171. The simplest form of “Risk Analysis” is “Sensitivity Analysis”
172. Following options are diagramming techniques of the Risk Identification
process
o Ishikawa diagram
o Process flowchart
o Influence diagram
173. Passive acceptance is when the team has decided to take no action and
make no plans for the risk. This is a strategy that can be used for either
positive or negative risks.
174. The PMBOK Guide divides contracts into three categories:
o Fixed price or lump sum (biggest risk is borne by the seller & good when
original scope is well defined)
o Cost reimbursable (biggest risk is borne by the buyer)
o Time and materials (T&M)
175. The three outputs of the Plan Contracting process are
o procurement documents (request for proposal (RFP), request for information
(RFI), invitation for bid (IFB), request for quotation (RFQ)),
o evaluation criteria,and
o contract statement of work updates.
176. Understand the difference between bid and/or quotation and proposal
for the exam. Bids or quotations are used when price is the only deciding factor
among bidders. Proposals are used when there are considerations other than
price
177. A contract statement of work (SOW) contains the details of the
procurement item in clear, concise terms. It includes the following elements:
o The project objectives
o A description of the work of the project and any post project operational
support needed
o Concise specifications of the product or services required
o The project schedule, time period of services, and work location
178. According to the PMBOK Guide, using templates and checklists is one
way to ensure that you don’t miss any key responsibilities when planning the
project and will help reduce the amount of time spent on project planning
179. According to the PMBOK Guide, the RAM (Responsibility Assignment
Matrix) relates the OBS to the WBS to assure that every component of the work
of the project is assigned to an individual.
180. The letters in the acronym RACI (sample portion of a type of RAM) are
the designations are
o R = Responsible for performing the work
o A = Accountable, the one who is responsible for producing the deliverable or
work package and approves or signs off on the work
o C = Consult, someone who has input to the work or decisions
o I = Inform, someone who must be informed of the decisions or results
181. The RAM and RACI charts are tools and techniques of Human Resource
Planning process
182. Standard forms are a tool and technique of the Plan Contracting process.
Standard forms can be nondisclosure agreements, standardized contracts, and
so on.
183. Plan Purchases and Acquisitions can directly influence the project
schedule, and the project schedule can directly influence this process
184. Resource availability is an output of the Acquire Project Team and
Select Seller processes
185. For the exam, remember that resource availability isn’t determined until
the Executing stage and becomes an input to the Activity Resource Estimating
process
186. Remember that you cannot perform Schedule Development until you
have completed all the following processes of project Planning: Scope
Planning, Scope Definition, Create WBS, Risk Identification, Risk Response
Planning, Plan Purchases and Acquisitions, Activity Resource Estimating,
Activity Definition, Activity Sequencing, and Activity Duration
Estimating
187. Schedule Development has 10 tools and techniques:
o Schedule network analysis (produces the project schedule)
o Critical path method ()
o Schedule compression
o What-if scenario analysis
o Resource leveling
o Critical chain method
o Project management software
o Applying calendars
o Adjusting leads and lags
o Schedule model
188. The higher the standard deviation is for an activity, the higher the risk.
Since standard deviation measures the difference between the pessimistic and
the optimistic times, a greater spread between the two, which results in a
higher number, indicates a greater risk. Conversely, a low standard deviation
means less risk
189. Monte Carlo is a simulation technique that shows the probability of all
the possible project completion dates
190. Monte Carlo analysis can be used in the Schedule Development process
to determine multiple, probable project durations
191. Resource leveling can cause the original critical path to change.
192. CPM manages the total float of schedule networks paths, whereas
critical chain manages buffer activity durations and resources
193. Cost aggregation (TT of Cost Budgeting) is the process of tallying the
schedule activity cost estimates at the work package level and then totaling
the work package levels to higher level WBS component levels
194. Funding limit reconciliation (TT of Cost Budgeting) involves reconciling
the amount of funds spent with the amount of funds budgeted for the project
195. Cost baselines are displayed as an S curve.
196. The primary output of Cost Estimating is activity cost estimates
197. Parametric estimating multiplies a known element—such as the quantity
of materials needed—by the time it takes to install or complete one unit of
materials. The result is a total estimate for the activity
198. The project schedule determines the start and ending dates of activities,
determines float times, generally shows resource assignments, and details the
activity sequences and durations.
199. Motivation can be extrinsic or intrinsic.
o Extrinsic motivators are material rewards and might include bonuses, the use
of a company car, stock options, gift certificates, training opportunities, extra
time off, and so on
o Intrinsic motivators are specific to the individual. Some people are just
naturally driven to achieve—it’s part of their nature
200. The introduction of a new team member will start the formation and
development of the team all over again with the forming stage
201. Teams in the norming stage of Develop Project Team exhibit affection
and familiarity with one another and make joint decisions
202. Request Seller Responses obtains bids and proposals from vendors.
203. Select Sellers is the receipt of bids and proposals and the selection of a
vendor
204. Independent estimates (TT of Select Sellers), also called should cost
estimates, are a way to check proposed pricing
205. Fait accompli is a tactic used during contract negotiations where one
party convinces the other that the particular issue is no longer relevant or
cannot be changed
206. The process analysis technique (TT of Perform Quality Assurance
process) includes root cause analysis to analyze a problem and solution and to
create preventive actions
207. You are preparing project performance appraisals and have decided
you’d like each team member to get feedback regarding their performance
from several sources, including peers, superiors, and subordinates. This is
called 360-degree feedback and is part of the project performance appraisals
tool and technique of the Manage Project Team process.
208. Understand for the exam that configuration management involves
o identifying the physical characteristics of the product, service, or result of
 the project (or its individual components);
o controlling changes to those characteristics; and
o Documenting changes to verify that requirements are met.
o It also includes the change management system and
o documents the process for requesting, tracking, and determining whether
change requests should be approved or denied.
209. Activities associated with configuration change management in the
Integrated Change Control process
o Configuration identification
o Configuration status accounting and
o Configuration verification and auditing
210. Integrated Change Control, Schedule Control, and Cost Control are all
concerned with three issues:
o influencing the things that cause change,
o determining that change is needed or has happened,
o and managing the change
211. Change control systems are documented procedures that describe
o How to submit change requests.
o They track the status of the change requests,
o document the management impacts of change,
o track the change approval status, and
o define the level of authority needed to approve changes.
212. Change control systems do not approve or deny the changes—that’s the
responsibility of the configuration control board (CCB)
213. The configuration control board (CCB) has the authority to approve or
deny change requests. Their authority is defined and outlined by the
organization
214. “Recommended” corrective action is an output of several of the change
control processes, including Scope Change Control, Schedule Control, Cost
Control, Risk Monitoring and Control, and Perform Quality Control.
215. “Approved” corrective action is an output of the Integrated Change
Control process. Remember that Integrated Change Control is where all change
requests are processed and either approved or denied.
216. Also note that corrective action is an output of the Monitoring and
Controlling processes and an input to the Executing processes
217. Cost variances (both positive and negative) are calculated using a
performance measurement analysis tool (specifically earned value techniques)
218. EVT (earned value techniques) compares what you’ve received or
produced to what you’ve spent.
219. Workarounds are unplanned responses. Workarounds deal with negative
risk events as they occur.
220. Schedule variances will sometimes—but not always—impact the
schedule. Changes to noncritical path tasks will not likely impact the schedule,
but changes to critical path tasks will always impact the schedule
221. Budget updates might require cost rebaselining
222. You can remember the difference between Scope Verification and
Perform Quality Control this way:
o Scope Verification = accepting work results
o Perform Quality Control = checking for correct work results (assuring that the
quality requirements are met)
223. Projects come to an end for several reasons:
o They’re completed successfully.
o They’re canceled or killed prior to completion.
o They evolve into ongoing operations and no longer exist as projects.
224. Four formal types of project endings exist that you might need to know
for the exam:
o Addition
o Starvation
o Integration
o Extinction
225. For the exam, remember that product verification performed during the
Closing processes determines whether all of the work of the project was
completed correctly according to the contract terms and satisfactorily
according to stakeholder expectations, whereas product
documentation is verified and accepted during the Scope Verification process.
One more note: when projects end prematurely, the Scope Verification process
is where the level of detail concerning the amount of work completed gets
documented.
226. Contract documentation is an input to both the Close Project and
Contract Closure processes
227. Note PMI defines “Scope Statement” as the basis for making future
project decisions and for confirming or developing common understanding of
project scope among project stakeholders.
228. Scope Verification
o Verified work results
229. Perform Quality Control
o Assured quality requirements were met
230. Close Project
o Product verification (work was correct and satisfactory)
o Collecting project documents
o Disseminating final acceptance notice
o Documenting lessons learned
o Archiving project records
231. Contract Closure
o Product verification (work was correct and satisfactory)
o Formal acceptance and closure
232. WBS element changes are scope changes. Schedule revisions are often
required as a result of scope changes.
233. Close Project and Contract Closure are the processes in the Closing
process group and are performed in that order
234. The work performance information is reviewed to determine the status
of project activities and make certain the project goals and objectives are
met. This is an input to the Close Project process
235. According to the PMBOK Guide, the procurement audit examines the
procurement process from Procurement Planning through Contract
Administration
236. Integrity means adhering to an ethical standard
237. Hammocks are summary-level activities or aggregate activities shown as
a summary activity on a project schedule network diagram.
238. Contract Negotiation has “5’ Sequential steps (Note Agreement is AFTER
Closure)
o Protocol
o Probing
o Scratch Bargaining
o Closure and
o Agreement
239. The Primary Objective of establishing a Quality Assurance Process is “For
Quality Improvement”
240. “Quality Function Deployment Process” identifies what the customer’s
needs are (Spoken/unspoken words) and translates those needs into technical
requirements. Appropriate for each stage of the product development life
cycle
241. Decision Tree is a diagram that describes a decision under consideration
and the implications of choosing one of the alternatives
242. The Project Charter provides the
o high level requirements,
o constraints,
o assumptions,
o stakeholders and
o the measures of success.
243. Based on this information, or the lack of it, the Charter is an excellent
source to start to identify the Project Risks
244. 9 ‘bilities’ (A MAP FOR US)
Maintainability: The ability of a unit to be restored within a specified time to
its performance capability under the environmental operating conditions within
a specified, average period of time
Usability: is the ability of a product to perform its intended function for the
specified
user under the prescribed conditions
Reliability: is the degree to which a unit of equipment performs its intended
function
under specific conditions for specified period of time
Availability: is the probability of the product being capable of performing a
required
function when called upon
245. Activity Resource Estimating involves determining what physical
resources (People, Equipment, etc) and what quantities should be used and
when they would be needed to perform project activities
246. Physical limitations are an attribute of “Mandatory Dependencies”
247. A Project Phase is “Marked by the completion of one or more
deliverables”
248. A “Product Description” should define the relationship between the
product that is being created and the business need
249. Contingency Plans can be best described as “Planned responses to Risk
Events”
250. Staff assignments and resource availability are the outputs of “Acquire
the Project Team” Process
251. Complex and large projects would be more effectively managed in
“Strong” and ‘Projectized” Structure
252. If Changes are well defined, its Fixed Price Contract but if they are not
then its T & M
253. Contract Management Plan is an OUTPUT to “Select Seller Process”
254. Punitive Damages are the damages intended to punish the wrong doer
255. “Utility Theory” considers the pains or tolerance level a stakeholder has
to risk
256. There are three key components to a Risk
o Risk Event (The Event)
o Probability of the Event
o Impact or Effects of the Event (Amount at Stake)
257. Delhi technique is a “Consensus Technique”
258. Residual Risk are those that “Remain” after Risk Responses have been
taken
259. Inputs to Performance Reporting are
o Work Performance Information
o Performance Measurements
o Forecasted Completion
o QC Measurement
o Project Plan
o Approved Change Requests and
o Deliverables
260. Interpersonal communication takes three forms
o Verbal
o Non-verbal and
o Written
261. When distributing information, the total message impact from the
sender is
1. 7% words ,
2. 38% vocal tones and
3. 55% body language
262. A ‘Planning Package” is a WBS component below the control account but
above the work
 package. It is used for planning unknown work content that does not have
detailed schedule activities
263. There are two types of “Decision Models” that can be used for Project
Selection during the initiation Process
o Comparative (Benefit measurement Rating) Models
o Constrained (Mathematical Decision Models)
264. Comparative (Benefit measurement Rating) Models
o Decision Tree
o Criteria Profiling
o Weighted Factor
o Q-Sorting
o Delphi Technique
265. Constrained (Mathematical Decision Models)
o Logical Framework Analysis
o Linear Program Programming
266. The “Control Points” in the WBS used for isolated assignment to work
centers are referred to as the “Control Account Plan”
267. Control account Plan (CAP) is a management control point where the
integration of scope, budget and schedule take place and where the
measurement of performance takes place.
These CAPS are placed at the selected management points in the WBS.
268. Cost Estimates include All Resources to be charged to the Project
269. A Control Account is a management control point that can be placed at
selected management points of the WBS above the Work Package Level
270. To convey information between two or more parties, the communication
process must have a medium. The three most common media are
o Visual
o Auditory and
o Tactile
271. Four steps of performing RCA (Root Cause Analysis) are
o Data Collection
o Casual Factor Charting
o Root Cause Identification
o Recommendation Generating and Implementation
272. Scatter Diagrams are used to investigate the possible relationship
between two variables that both relate to the same “EVENT”
273. BCR (Benefit Cost Ratio) compares the benefits to the costs of the
project where the Benefits are the same as Revenues or often referred to as
the “Payback period”
274. Project performance is impacted by Four Basic Cultures
o World
o National
o Business and
o Leadership
275. When one considers their Culture to be superior, they are called
“Ethnocentric”
276. Use of personal space during social interaction is known as “Proxemics”
277. Risk is the notion of dealing with “Uncertainty”
o Knows at the extreme end of the Uncertainty Spectrum will definitely affect
you, although you have no control over them
o Knows-Unknowns are items that will affect you although you are not able to
predict how or how much they will effect you
o Unknown – Unknowns are items or situations whose existence we cannot
imagine (Who knows?)
278. A Records Management Systems is a specific set of processes, related
control functions and automation tools used by the PM to manage contract
documentation and records. Its the TT of Contract Administration Process
279. Parametric (Top – Down) uses historical data and statistical relationships
to determine costs
280. Constructive team roles include Initiators, Information seekers,
Information givers,
Encouragers, Clarifiers, Harmonizers, Summarizers and Gate Keepers
281. Destructive team roles include Aggressor, Withdrawer, Blocker, Devil’s
advocate, Recognizer, Topic Jumper and Dominator
282. “To Complete Performance Indicator” (TCPI) determines the cost
performance efficiency required to complete the project within the original
budget (BAC) or revised budget (EAC);
283. TCPI > 1 is NOT good; To calculate TCPI, take the value of the work
remaining over the value of funds remaining
284. “Eustress” is a stress that will motivate and contribute to an increase in
performance
285. Quantitative based durations (Parametric technique) multiply a known
element, like lines of code required by the time it takes to develop one line of
code. The result is the total estimate for the activity
286. Quality Metrics are the Outputs of Quality Planning. It is an operation
definition that describes “what” something is and “how” it will be measured in
very specific terms
287. Straight-line depreciation is the simplest method of depreciating an
asset and is frequently utilized on a project to determine its economic
feasibility. Straight-line depreciation is a method that divides an asset’s cost
and its expected salvage value by its expected utilization period
288. Performance Reporting is an INPUT to all “Control” Process (Except
Quality Control)
289. Decision Trees are considered Quantitative while Influence diagram are
considered
Qualitative.
290. Influence diagram shows the dependencies among the variables more
clearly than the decision tree
291. A “Bill of Material” (BOM) describes the product in terms of its
assemblies, sub-assemblies and basic parts
292. Allowing “Automatic Approval” of changes is a function of the Change
Control System and NOT Configuration Management
293. Contingency Plan document outlines the actions to be taken if an
identified risk event should occur
294. Variable and attribute sampling are forms of acceptance sampling.
Variable sampling evaluates a characteristic measured on a numerical scale
Attribute sampling tests for defective or non defective
295. Parametric Modeling applies to only Project with Similar characteristics
296. The point of total assumption (PTA) is a price determined by a fixed
price plus incentive fee contract (FPIF) above which the seller bears all the loss
of a cost overrun. It is also known as the "most pessimistic cost
297. Variance analysis involves comparing actual project results to planned or
expected results
298. Trend analysis involves examining project results over time to determine
if performance is improving