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Expressed as credential PMP,PMP credential obtained by having a certification in PM through completion of PMI certified training and examination. PMI (Project Management Institute) is the apex body which administers the PMP examination. PMP certification is recognized throughout the world Project - Project is a temporary endeavor with a definite beginning and end date undertaken to produce a unique product, service or result. WBS (Work breakdown Structure) - WBS is a deliverable-oriented hierarchical decomposition of work to be executed by project team, to accomplish the project objectives and create the required deliverables. Fund limitation - Limitation placed upon funding for the project, whether in total value or over specified time frames. Decomposition - Subdividing project work packages into smaller, more manageable components called as schedule activities. Planning package - planning package is a WBS component below the control account, but above the work package. This component is used for planning known work content that does not have detailed scheduled activities Ishikawa fishbone diagram: PMP exam offers 7 quality tools as part of PDCA cycle to sovle quality related issues. These tools are discussed as part of quality management knowledge area. First and foremost quality tool related to quality management is the Cause and effect diagram, Ishikawa diagram, fishbone diagram as it is variously called. Ishikawa diagram is also used as a tool in some risk management processes. This tool is used to detect the root cause of any problem/issue rather than fixing the issue/defect. Download Ishikawa PMP Cert Prep Questions for FREE. Have email subscription with us. We'll mail you material ASAP Cause and effect diagram can be used in quality planning to identify the sources that will contribute to the highest quality of the project. This starts with placing the problem statement at the head of the fish bone. The problem statement is the source to trace back onto to identify the root cause of the issue. What are possible problem types defined in problem statement? In a problem statement there are two possible types of problems that can impact the quality of project. This might pose a risk to project as well 1) Gap that needs to be filled 2) Objective that needs to be achieved It is to be noted that root cause can be the reason behind an issue as well as there is no other possibility to address the issue (i.e) all the options to overcome the problem has been exhausted but still problem persists. They are also used as tool for quality control wherein we trace backwards. It is a way to look into the potential causes of the problem when used as a quality control tool. It is used as a tool in risk identification process. This is a kind of diagramming technique used in risk identification Gnatt chart bar chart project reporting tools : Bar charts/Gantt Charts are tools used for reporting the progress of the project and controlling the project. Bar chart/Gantt chart is a graphical display of schedule related information. They are also used for schedule comparison. Bar chart specifically used for this purpose is called as schedule comparison bar chart. This is a bar chart that depicts two bars for each schedule activity - one bar for the approved schedule baseline and one bar for the actual status. Project manager should know about change control board CCB : PMP (Project Management Professional) Exam - Change Control Board is an important topic. What are changes? Where do they occur? Changes are inevitable. They may happen at any level. Once the project enters execution phase, changes can come from customers demanding change of feature, add new features etc. Can a project manager alone approve or reject a change? No. Project manager has the authority to facilitate decisions regarding any changes. From PMP exam perspective we need to assume that every project changes are taken care of by change control board. What is a change control board(CCB)? Change control board is a group that reviews the change requests and makes decisions regarding the changes. Change control board (CCB) has the authority to either approve or reject changes. Who are all part of change control board(CCB)? Change control board (CCB) may include project manager, customer, experts, sponsors etc. Why the project manager alone is not allowed to accept or deny changes? Project manager may not have sufficient knowledge regarding the changes. So a brainstorming session among the change control board (CCB) members may lead to better decisions. Project charter is heart of project : Project Charter, the document created during initiation phase is the heart of a project. Who creates Project Charter? Project charter is created and approved by Project Charter. Why is project charter so important? Project charter gives the justification on the initiation of a project. It details information on financial gains achieved on executing the project. What is the structure of a project charter? Project charter has information on project title and description, project manager assigned to a particular project and the level of authority given to the project manager including power on budgeting,scheduling and staffing, business need of the project that gives information on why the project is being undertaken,business case justifying the project, what resources are pre-assigned to the project, stakeholders involved in the project, what is the requirement of the stakeholder(what does the stakeholder expect out of the project), description of the product/deliverables,constraints and assumptions associated with executing the project. Milestone chart shows major project events : PMP (Project Management Professional) - Milestone Charts is a chart used to show major events.They don't have duration. They are similar to barcharts. They only specify the completion of activities. Few information included in milestone charts are - Requirements gathering completed, design completed, development completed, testing completed, implementation completed. Some of these information are inputs to activity sequencing.They are used as major reporting tools for reporting to management and customer. 1. The Input to Define Activities process: a. Scope Statement, WBS, WBS Dictionary b. Scope Statement, WBS, WBS Dictionary, Team Members c. Scope Statement, WBS, WBS Dictionary, Milestone d. Scope Statement, WBS, WBS Dictionary, Activity list 2. The output from performing Sequence Activities is a: a. Activity List b. Activity Attributes c. Milestone d. Network Diagram 3. Network Diagrams are created by: a. Precedence Diagramming Method, Arrow Diagramming Method, Graphical Evaluation and Review Technique b. Precedence Diagramming Method only c. Arrow Diagramming Method only d. Graphical Evaluation Review Technique only 4. In a Finish to Start logical relationship an activity must ________ before the _______ can _______ a. Start, Predecessor, Finish b. Finish, Predecessor, Start c. Start, Successor, Finish d. Finish, Successor, Start 5. In a Start to Start logical relationship an activity must ________ before the _____ can _______ a. Start, Predecessor, Finish b. Start, Predecessor, Start c. Start, Successor, Start d. Finish, Predecessor, Start 6. In a Finish to Finish logical relationship an activity must ________ before the ______ can _______ a. Finish, Predecessor, Finish b. Finish, Successor, Finish c. Start, Successor, Start d. Start, Predecessor, Start 7. In a Start to Finish logical relationship an activity must ________ before the _____ can _______ a. Start, Predecessor, Finish b. Finish, Predecessor, Start c. Start, Successor, Finish d. Finish, Successor, Start 8. The sequence of activities is determined based on the following dependencies: a. Mandatory Dependency, Preferred Dependency, Internal Dependency b. Mandatory Dependency, Discretionary Dependency, External Dependency c. Mandatory Dependency, Internal Dependency, External Dependency d. Mandatory Dependency, Preferential Dependency, Internal Dependency 9. Mandatory Dependency is also sometimes referred to: a. Soft Logic b. Preferred Dependency c. Hard Logic d. Discretionary Dependency 10. Discretionary Dependency is also sometimes referred to: a. Soft Logic b. Mandatory Dependency c. Hard Logic d. External Dependency 11. Discretionary Dependency when creating network diagrams is determined by: a. Project Manager b. Senior Management c. Project Team d. Team Member who creates the Network Diagram 12. To improve the time estimates for a project, time estimation should always be based on: a. Product Scope b. Timeline agreed with the customer c. WBS d. None of the Above 13. The next process after Sequence Activities is to: a. Estimate Activity Resources b. Estimate Activity Durations c. Define Activities d. Control Activities 14. The resources that are estimated during Estimate Activity Resources is/are: a. Equipment b. Equipment, Materials, People c. Materials and People d. Equipment and People 15. The Define Activities process once completed will result in: a. Activity List, Activity Attributes b. Activity List, Activity Attributes, determination of Milestones c. Activity List d. Activity Attributes 1.Greg, a technical resource estimated that it will take 1 month to complete task A. What method of estimating did Greg follow to estimate his activity? a. Analogous Estimating b. One Point Estimate c. Parametric Estimating d. Three Point Estimate 2. Tom estimated in his project that it will take 5 weeks to complete an activity by using his expert judgment and also from the fact a similar activity in one of his past projects took around 5 weeks to complete. What method of estimating did Tom follow to estimate his activity? a. Analogous Estimating b. One Point Estimate c. Parametric Estimating d. Three Point Estimate 3. Simon used a regression analysis to estimate his activity and concluded it would take 2 weeks to complete his activity. What method of estimating did Tom follow to estimate his activity? a. Analogous Estimating b. One Point Estimate c. Parametric Estimating d. Three Point Estimate 4. Peter estimated that since it took 10 weeks for him to do Activity A it will take 8 weeks for him to complete Activity B since he does not need any knowledge transfer as to how to complete the activity. What method of estimating did Tom follow to estimate his activity? a. Analogous Estimating b. One Point Estimate c. Regression Analysis d. Learning Curve 5. Tim estimated that Activity A will take 1 week to complete based on the fact that lower level activities normally take half the amount of time then design level activities. What method of estimating did Tim follow to estimate his activity? a. Three Point Estimate b. Heuristics c. Regression Analysis d. Learning Curve 6. Marissa used a deviation method for an estimate that was provided by Tim and came up a range of time (Pessimistic, Optimistic, Most Likely) time for the activity to be completed. What method of estimating did Marissa follow to estimate his activity? a. Three Point Estimate b. Heuristics c. Regression Analysis d. Learning Curve 7. Three point estimate is sometimes referred to: a. Program Evaluation and Review Technique b. Parametric Estimating c. Regression Analysis d. Learning Curve 8. Calculate the expected activity duration based on the following data: Pessimistic Estimate for Activity A = 20 weeks Optimistic Estimated for Activity A = 10 weeks a. 5 weeks b. 15 weeks c. 10 weeks d. Cannot be determined from the Data given 9. Calculate the activity standard deviation based on the following data: Pessimistic Estimate for Activity A = 30 weeks Optimistic Estimate for Activity A = 18 weeks a. 2 weeks b. 8 weeks c. -2 weeks d. Cannot be determined from the Data given 10. Calculate the activity variance based on the following data: Pessimistic Estimate for Activity A = 30 weeks Optimistic Estimate for Activity A = 18 weeks a. 64 weeks b. 1.4 weeks c. 4 weeks d. Cannot be determined from the Data given 11. Calculate the activity standard deviation based on the following data: Pessimistic Estimate for Activity A = 30 weeks Most Likely Estimate for Activity A = 18 weeks a. 64 weeks b. 1.4 weeks c. 4 weeks d. Cannot be determined from the Data given 12. Calculate the activity variance based on the following data: Pessimistic Estimate for Activity A = 30 weeks Most Likely Estimate for Activity A = 18 weeks e. 64 weeks f. 1.4 weeks g. 4 weeks h. Cannot be determined from the Data given 13. Calculate the expected activity duration based on the following data: Pessimistic Estimate for Activity A = 30 weeks Optimistic Estimate for Activity B = 3 weeks Most Likely Estimate for Activity A = 18 weeks a. 10 weeks b. 17.5 weeks c. 23.5 weeks d. Cannot be determined from the Data given 14. One Point Estimate might have the following negative effects on the project: a. One Point Estimate is always accurate and there are no negative effects on the project b. Calculating using One Point Estimate might lead to padding the estimates c. There may be no buy in from the stakeholder when one point estimate is used to calculate the activity d. Both b and c 15. Heuristics means: a. Scatter Diagram b. Learning Curve c. Rule of thumb d. PERT 1. Life Cycle Costing is: a. Looking at the cost of whole life of the product b. Looking at the cost of whole life of the project c. Looking at the cost of whole life of the Deliverables d. Looking at the cost of whole life of Project Management Activities 2. If the project team is looking at reducing the cost but maintaining the same project scope they are set to be performing: a. Cost Risk Analysis b. Value Analysis c. Life Cycle Costing d. None of the Above 3. ________ costs change with the amount of work a. Fixed b. Variable c. Direct d. Indirect 4. ________ costs doesn’t change with the amount of work a. Fixed b. Variable c. Direct d. Indirect 5. Costs that are incurred for the benefit of more than one project are _________ costs a. Fixed b. Variable c. Direct d. Indirect 6. Costs that are incurred that is directly related to project are _________ costs a. Fixed b. Variable c. Direct d. Indirect 7. The difference between analogous cost estimating and bottom up estimating is: a. Analogous estimating is more accurate whereas bottom up estimating is less accurate b. Analogous estimating is less accurate whereas bottom up estimating is more accurate c. Analogous estimating take more time to prepare than bottom up estimating d. Analogous estimating is more costly to create than bottom up estimating 8. ______________ reserves are used for specifically identified risks a. Management Reserves b. Client Reserves c. Risk Contingency Reserves d. None of the Above 9. _____________ reserves are used for unknown risks a. Management Reserves b. Client Reserves c. Risk Contingency Reserves d. None of the Above 9. _______________ estimate is made during the initiating process a. Budget b. Definitive c. Rough Order of Magnitude d. None of the Above 10. _______________ estimate is made during the planning process a. Budget b. Definitive c. Rough Order of Magnitude d. None of the Above 11. _______________ estimate is made during the later stages of the project when estimates are usually refined a. Budget b. Definitive c. Rough Order of Magnitude d. None of the Above 12. Which rule states that an activity gets credit only when it is fully completed, there is no credit for partial completion a. 0/100 Rule b. 50/50 Rule c. 20/80 Rule d. None of the Above 13. Which rule states that an activity gets credit 50 percent complete when it begins and gets credit for the last 50 percent only when it is completed a. 0/100 Rule b. 50/50 Rule c. 20/80 Rule d. None of the Above 14. Which rule states that an activity gets credit 20 percent complete when it begins and gets credit for the last 80 percent only when it is completed a. 0/100 Rule b. 50/50 Rule c. 20/80 Rule d. None of the Above 15. ______ has the cost risk in a fixed price contract a. Buyer b. Project Team c. Seller d. Intermediary Party