Question 1/10

Sam is the project manager recently appointed to the IntelX project. While she was creating her project
management plan, she found that the project business case contains some wrong information and should be
updated. She decided to change this document and inform her sponsor and concerned stakeholders about the
change. What is your advice to Sam?

1. I will advise her to execute the required change to the business case and inform the concerned
management
2. I will advise her to review the change with the project sponsor before she communicates the change to
the other concerned stakeholders
3. I will advise her not to change the business case document as it is not one of the project documents
that she is authorized to change
4. I will advise her to review the change with the PMO before she communicates the change to the other
concerned stakeholders

The right answer is option (3)

PMBOK® 6th Edition Reference: PMBOK 6th Ed., 4.1.1.1 BUSINESS DOCUMENTS, Page 78
Explanation: The project managers do not update or modify the business documents, including the business
case, since they are not project documents; however, they may make recommendations.
Therefore, option (C) is the right answer.
The other options are wrong as they are allowing the project manager to apply changes to the business case.
Domain: Initiating
Knowledge Area: Integration
Process: Develop Project Charter

Question 2/10
James started to execute the Manage Quality process and he was looking for the acceptable level of project and
product quality and how to ensure this level of quality in its deliverables and processes. Which document
should James review?

1. Project documents
2. The project management plan
3. Organizational process assets
4. Enterprise environmental factors

The right answer is option (2)

PMBOK® 6th Edition Reference: PMBOK 6th Ed., 8.2.1 MANAGE QUALITY: INPUTS, Page 290
Explanation: The acceptable level of project and product quality and how to ensure this level of quality in its
deliverables and processes are part of the information in the project management plan as it includes the quality
management plan as one of its components, so, option (B) is the right answer.
Options (1), and (3) are referring to inputs to the Manage Quality process, but do not include the mentioned
quality information.
Option (4) has an element that does not appear in the inputs of the Manage Quality process.
Domain: Executing
Knowledge Area: Quality
Process: Manage Quality

Question 3/10
Which of the following documents is created as a result of market demand?

1. Business Case
2. Project Charter
3. Benefits management plan
4. Project information document

The right answer is option (1)

PMBOK® 6th Edition Reference: PMBOK 6th Ed., 4.1.1.1 BUSINESS DOCUMENTS, Page 77
Explanation: Option (2) is wrong as the Project Charter is the document issued by the project sponsor that
formally authorizes the existence of a project and provides the project manager with the authority to apply
organizational resources to project activities
Option (3) is wrong as the benefits management plan is the documented explanation defining the processes for
creating, maximizing, and sustaining the benefits provided by a project.
Option (4) is wrong as there is no artifact in the PMBOK 6th Ed. called project information document.
Option (1) is the right answer as the business case can be created as a result of a market demand to document
the feasibility study used to establish the validity of the benefits of a selected component.
Domain: Initiating
Knowledge Area: Integration
Process: Develop Project Charter

Question 4/10
As a project manager, you have this network diagram for a simple project and you are requested to identify the
activity with the highest total float. Which of the following statements will be correct?
Network diagram

1. Activity G has the highest total float

2. Activity F has the highest total float
3. Activity D has the highest total float
4. Activity H has the highest total float

The right answer is option (1)

PMBOK® 6th Edition Reference: PMBOK 6th Ed., 6.5.2.2 CRITICAL PATH METHOD, Page 210
Explanation: When analyzing the network diagram and adding the early start and early finish in the forward
path for each activity, you will have the displayed chart with the red representing the early start and early
finish as per the chart legend.
Network diagram – Answer
Then, adding the late finish and the late start in the backward path for each activity in blue color, and calculate
the total float for each activity as shown in the chart.
Based on this chart:
Activity G has total float equals to 6, which is the highest value, so, the right answer is option (1).
Domain: Planning
Knowledge Area: Schedule
Process: Develop Schedule

Question 5/10
Which of the following team can help in managing your project quality?

1. Project team
2. The customer
3. The project sponsor
4. All the above

The right answer is option (4)

PMBOK® 6th Edition Reference: PMBOK 6th Ed., 8.2 MANAGE QUALITY, Page 289
Explanation: Manage Quality is considered the work of everybody, so, option (4) is the right answer.
Domain: Executing
Knowledge Area: Quality
Process: Manage Quality

Question 6/10 – Question Set (1/2)

John is appointed as a project manager for Xenon project to create an auto traffic violation system in Yuro
city. Currently, he started to gather the project requirements. John is going to meet many people and review
many documents to get the required information. Who should he meet to get the project requirements?

1. The sponsor
2. The public community groups
3. The traffic police officers and representatives
4. All the above

The right answer is option (4)

PMBOK® 6th Edition Reference: PMBOK 6th Ed., 5.2 COLLECT REQUIREMENTS, Page 140
Explanation: Options (1), (2), and (3) have project key stakeholders who can help in providing the project
requirements. Therefore, option (4) is the right answer.
Domain: Planning
Knowledge Area: Scope
Process: Collect requirements

Question 7/10 – Question Set (2/2)

John is appointed as a project manager for Xenon project to create an auto traffic violation system in Yuro
city. He has started to gather the project requirements. John is going to meet many people and review many
documents to get the required information. Which of the following documents are qualified for the project
requirements?

1. The project initial risk document

2. The documented needs and expectations of the sponsor, and other concerned stakeholders
3. The project high-level schedule
4. All the above

The right answer is option (2)

PMBOK® 6th Edition Reference: PMBOK 6th Ed., 5.2 COLLECT REQUIREMENTS, Page 140
Explanation: Option (1) is wrong as project initial risk document is not a valid document to be used in
collecting requirements, but it contains the list of risks initially identified in the project.
Option (2) is wrong as the project high-level schedule is not a valid source to collect requirements, but it is
used to group the high-level activities in the project.
The documented needs and expectations of the sponsor and other concerned stakeholders are used for
requirements collection, so, option (2) is the right choice.
Domain: Planning
Knowledge Area: Scope
Process: Collect requirements

Question 8/10
Adam is about to close his project after 13 months of hard work. He started to review the project management
plan to:

1. Ensure that the accepted deliverables have its associated sign-off sheets
2. Ensure that the project management plan complies with the organization standards
3. Ensure that all project work is completed and that the project has met its objectives
4. All the above

The right answer is option (3)

PMBOK® 6th Edition Reference: PMBOK 6th Ed., 4.7 CLOSE PROJECT OR PHASE, Page 123
Explanation: Option (1) is wrong as the accepted deliverables are not part of the project management plan.
Option (2) is wrong as it is too late to review the compliance of the project management plan with the
organization standards.
Option (3) is the right answer as the project manager reviews the project management plan in closing stage to
ensure that all project work is completed and that the project has met its objectives.
Domain: Closing
Knowledge Area: Integration
Process: Close Project or Phase

Question 9/10
Amy starts to get acceptance of the completed project deliverables. Which process does Amy start to work
with?

1. Control quality
2. Control Scope
3. Validate Scope
4. Accept Scope

The right answer is option (3)

PMBOK® 6th Edition Reference: PMBOK 6th Ed., 5.5 VALIDATE SCOPE, Page 163
Explanation: Option (1) is wrong as the Control Quality process is primarily concerned with the correctness
of the deliverables and meeting the quality requirements specified for the deliverables.
 Option (2) is wrong as the Control Scope process is used to ensure that all requested changes and
recommended corrective or preventive actions are processed through the Perform Integrated Change Control
process.
Option (4) is wrong as there is no process in the PMI standards called Accept Scope.
The right answer is option (3) as the Validate Scope process is used to get acceptance of the completed project
deliverables.
Domain: Monitoring and Controlling
Knowledge Area: Scope
Process: Validate Scope

Question 10/10
Which of the following Project Documents can be considered input to the Validate Scope process?

1. Project communications
2. Requirements documentation
3. Team charter
4. All the above

The right answer is option (2)

PMBOK® 6th Edition Reference: PMBOK 6th Ed., 5.5.1.2 PROJECT DOCUMENTS, Page 165
Explanation: Options (1) and (3) has project documents that are not related to the Validate Scope process, so,
they are wrong choices.
Requirements documentation is one of the project documents that can be used as input to the Validate Scope
process, so, option (2) is the right answer.
Domain: Monitoring and Controlling
Knowledge Area: Scope
Process: Validate Scope

1. 1. Question
Your stakeholder approaches you to follow up on a concern or problem about the
project that she brought up a few weeks ago. On which document will you the detail
information about this problem, who responsible for resolution, and detail information
about the resolution?

o Change requests

o Issue log

o Communications management plan

o Stakeholder management plan

2. 2. Question
Approved change requests will be implemented and executed at which process?

o Perform Quality Assurance

o Perform Integrated Change Control

o Control Quality

o Direct and Manage Project Work

3. 3. Question
Your project team is being check to see if they are complying with company policies,
standardized practices, and procedures. One of the results of this activity is to see
whether the policies, practices, and procedures being used are efficient and effective.
What is this activity?

o Plan quality

o Quality audit

o Quality inspection

o Gold plating
4. 4. Question
You are trying to establish your cost baseline but you haven’t included cost of quality
into your budget. Which is part of cost of non-conformance for your project?

o Destructive testing loss

o Project engineer training

o Liabilities payment

o Internal inspections
5. 5. Question
On managing a project, you have asked one of your project staff to collect data on start
and finish of scheduled activities, actual durations, works completed, actual costs, and
number of defects. These data will later be reviewed, analyzed, and processed into:

o Work performance information

o Work performance data

o Project document updates

o Work performance report

6. 6. Question
Scope baseline is the main output of scope planning processes. Which document is not
part of scope baseline?

o Project scope statement

o Work breakdown structure

o Work breakdown structure dictionary

o Requirements traceability matrix

CORRECT
7. 7. Question
Which statement is not true about Validate Scope process?

o Before any deliverables can be validated they need to be verified first by Control
Quality process

o Any approved change request will be executed by this process and the
results will be validated afterwards

o The process of formalizing acceptance by validating deliverables and compare it

against scope baseline

o One of the main output of this process is approved deliverables

CORRECT
Approved change request will be executed by Direct and Manage Project Work process.
All other statements are correct.
8. 8. Question
Andy is working in a project to build a new train railways management system. He is
functioning as the project manager on a part time basis with low authority. He does not
manage the project budget and reports to a functional manager. What kind of
organizational structure is he working?

o Strong Matrix organization

o Projectized organization

o Weak Matrix organization

o Flat Tree organization

CORRECT
In weak matrix organizational structure, project manager works in a part time basis role
with low authority. No authority will be given to manage the project budget. Ref PMBOK
p. 22
9. 9. Question
 You are managing a software development project with project team spread around the
globe. What is the best form of communication to avoid any misunderstanding?

o Written informal

o Verbal informal

o Written formal

o Verbal formal
CORRECT
Written formal is best to use to avoid any misunderstanding.
10. 10. Question
While reviewing your project financial documents you have discover that payment for
one of your sub-contractor has not been executed. You have already accepted the sub-
contractor works 6 months ago and the payment was due 2 months ago yet you haven’t
received any complaints from them regarding the payment. What is the best course of
action that you should take?

o Contact the sub-contractor and negotiate for installment

o Pay the sub-contractor right away

o Wait until the complaint and negotiate for installment

o Wait until they complaint then execute the payment

CORRECT
As a project manager you need to do the right thing. Not paying your sub-contractor will
jeopardize your organization image and will have a legal impact.
11. 11. Question
Lessons learned during the project may become a very important resources for future
project within the organization. Lessons learned are part of:

o Organizational Process Assets

o Enterprise Environmental Factors

o Project Management Plan

o Standard Operational Procedures

CORRECT
The process assets also include the organization’s knowledge bases such as lessons
learned and historical information. Ref PMBOK p.27
12. 12. Question
In which document will you be able to find an assignment of responsibilities of project
resources for each activity?
o RACI Matrix

o Role description or text-format

o Organizational chart

o Resource breakdown structure

CORRECT
RACI Matrix is an example of responsibility matrix-based charts. It is a form of grid that
shows the project resources assigned to each activity. Ref PMBOK p. 262
13. 13. Question
You can formally close your project once you have:

o Verified Deliverables

o Verified Change Deliverables

o Accepted Deliverables

o Accepted Revised Deliverables

CORRECT
Accepted Deliverables are one of the inputs to formally close a project or close a phase
of a project. Ref PMBOK p. 102
14. 14. Question
You are in a 5 months project and are currently at the end of month 3. Your project
teams have completed 40 % of the works and spent $25,000 from a total budget of
$120,000. By now you are supposed to have completed 60 % of works. This project is:

o Over budget and ahead of schedule

o Over budget and behind schedule

o Over budget and ahead of schedule

o Under budget and behind schedule

CORRECT
Earned Value (EV) = 40% of 120,000 = 48,000
Planned Value (PV) = 60% of 120,000 = 72,000
Actual Cost (AC) = 25,000
CV = EV – AC = 48,000 – 25,000 = 23,000 (positive value is under budget)
SV = EV – PV = 48,000 – 72,000 = -24,000 (negative value is behind schedule)
15. 15. Question
You have been formally appointed as the project manager for a project to build a new
landmark statue for the city. You have met with all of your project team and experts and
satisfied that you have defined all project scope and expect no significant changes in
the future. Which project life cycles would you think will be appropriate for this project?
o Waterfall or predictive life cycles

o Iterative and incremental life cycles

o Since all the scope have been defined then this project will not require any project
life cycles

o Agile or adaptive life cycles

CORRECT
Predictive life cycles are generally preferred when the product to be delivered is well
understood. Ref PMBOK p. 45
16. 16. Question
You have been assigned to a project that is in the middle of working to produce the
deliverables. The project runs within the baseline however your client is not happy with
the performance of the project. What is the first thing you should do?

o Meet the client

o Recalculate your baseline

o Change the project schedule to finish early

o Discuss with your project team

CORRECT
Meeting the client and understand their requirement is the BEST first thing to do among
other answers.
17. 17. Question
On which document will you find your official assignment as the project manager?

o Project document updates

o Project charter

o Project stakeholder register

o Project management plan

CORRECT
Project charter contains official assignment of the project manager among other high
level information about the project.
18. 18. Question
One of your senior engineer reports that after an inspection they have found a defect.
Your project team thinks that fixing this defect will cost too much and will make the
project cannot meet the targeted finish date. What will you do?
o Your client will never realize the defect so you will not fix the defect. Meeting the
targeted finish date and spending within the budget is important.

o Analyze the impact of the defect and reports to your client about the defect
and its impact.

o Analyze the impact of the defect and reports to your sponsor about the defect
and its impact.

o Fix the defect right away, it’s important to deliver a zero defect deliverables.
19. 19. Question
You have developed your project schedule and now you need to establish your project
cost baseline. In order to estimate the cost, you refer to your past similar project cost
estimation data. What kind of estimating technique that you are using?

o Three-point estimating

o Parametric estimating

o Analogous estimating

o Bottom-up estimating
CORRECT
Analogous estimating uses value and data from a previous, similar project. Ref PMBOK
p. 204
20. 20. Question
You have just calculated that your project TCPI is 1.2. What does this mean?

o The project requires to utilize resources and achieve schedule efficiency index at
1.2

o The project requires to utilize resources and achieve cost efficiency index at
1.2

o The project will over budget 1.2 times from the schedule baseline

o The project will under budget 1.2 times from the schedule baseline
21. 21. Question
You are managing a project that builds a customized hospital management system for
your client, which is a big hospital chain. Once completed, this new system will be
implemented in all 75 hospitals across the nation. Close to project completion, your
client requests some changes on how the medical workers will be authorized to look at
patient’s data. The hospital claims that this is a small change and expects you to
implement it right away. What would you do?
o You check with your lawyer first since this concerns patient’s data. Once the lawyer
agrees, you will implement the change.

o Agree with the client and implement the change as requested

o Issue a change request and bring this to your change control boards.

o Reject your client request since the project is already close to completion.
CORRECT
Every change that was requested by your stakeholder needs to be reviewed by a
change control board or processed by a Perform Integrated Change Control process.
22. 22. Question
You are managing a project that will build new coal mine optimization software. There is
a heavy debate between your senior developers over what developing framework your
team will use to develop the software. To end the debate, you finally decide which
framework to use. Which conflict resolution technique that you use?

o Smooth/Accommodate

o Compromise/Reconcile

o Force/Direct

o Withdraw/Avoid
CORRECT
As the project manager you are forcing your decision to your project team, you are
using a force/direct conflict resolution technique. Ref PMBOK p. 283
23. 23. Question
Your bridge construction project is about to start and you need to identify your
stakeholders to understand their requirements. From the list below, which may not be
your stakeholder for this project?

o Concrete supplier

o Municipal government

o Competitor construction company

o Project engineer
CORRECT
A competitor may or may not be a stakeholder in a project. All others are stakeholders
for this project.
24. 24. Question
Project management plan integrates and consolidates all of the subsidiary plan and
baselines from the planning process. Which document is not part of project
management plan?
o Schedule baseline

o Stakeholder register

o Change management plan

o Cost management plan

CORRECT
Stakeholder register is part of project documents. Ref PMBOK p. 78
25. 25. Question
Every approved change request needs to be reviewed to verify that they were
implemented as approved. Which process will do this?

o Control Quality

o Validate Scope

o Perform Integrated Change Control

o Direct and Manage Project Work

CORRECT
All approved change request are verified by Control Quality process. Ref PMBOK p.
252
Deliverable

Any unique and verifiable product, result, or capability to perform a service that is required to be
produced to complete a process, phase, or project.

Fast Tracking

A schedule compression technique in which activities or phases normally done in sequence are
performed in parallel for at least a portion of their duration.

Program

A group of related projects, subprograms, and program activities managed in a coordinated way to
obtain benefits not available from managing them individually.

Project Communications Management

Includes the processes that are required to ensure timely and appropriate planning, collection, creation,
distribution, storage, retrieval, management, control, monitoring, and the ultimate disposition of project
information.

Project Cost Management

Includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and
controlling costs so that the project can be completed within the approved budget.

Project Human Resource Management

Includes the processes that organize, manage, and lead the project team.
Project Integration Management

Includes the processes and activities needed to identify, define, combine, unify, and coordinate the
various processes and project management activities within the Project Management Process Groups.

Project Life Cycle

The series of phases that a project passes through from its initiation to its closure.

Project Procurement Management

Includes the processes necessary to purchase or acquire products, services, or results needed from
outside the project team.

Project Quality Management

Includes the processes and activities of the performing organization that determine quality policies,
objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken.

Project Risk Management

Includes the processes of conducting risk management planning, identification, analysis, response
planning, and controlling risk on a project.

Project Scope Management

Includes the processes required to ensure that the project includes all the work required, and only the
work required, to complete the project successfully.

Project Stakeholder Management

Includes the processes required to identify all people, or organizations impacted by the project,
analyzing stakeholder expectations and impact on the project, and developing appropriate management
strategies for effectively engaging stakeholders in project decisions and execution.

Project Stakeholders

An individual, group, or organization who may affect, be affected by, or perceive itself to be affected by
a decision, activity, or outcome of the project.
Project Time Management

Includes the processes required to manage the timely completion of the project.

Subproject

A smaller portion of the overall project created when a project is subdivided into more manageable
components or pieces.

Differences between Operations and Project

1. Operations do not have any timelines. Projects are temporary and have finite time duration. 2.
Operations objective is usually to sustain the business. Project's objective is to achieve the target and
close the project.

Functional Organization

A hierarchical organization where each employee has one clear superior, and staff are grouped by areas
of specialization and managed by a person with expertise in that area.Functional organizations may still
have projects, but the perceived scope of the project is defined by the boundaries of the function.

Matrix Organization

Any organizational structure in which the project manager shares responsibility with the functional
managers for assigning priorities and for directing the work of persons assigned to the project. They
possess a blend of functional and projectized characteristics. Weak matrices maintain many of the
characteristics of a functional organization, and the Project Manager`s role is more that of a coordinator
or expediter than that of a manager. Similarly, strong matrices have many of the characteristics of the
projectized organization`s full-time project managers with considerable authority, full-time project
administrative staff, etc.

Phase Exits/ Stage Gates/ Kill Points

The conclusion of a project phase is marked by a review of both key deliverables and project
performance till date to determine if the project should continue into its next phase and detect and
correct errors cost-effectively. These phase end reviews may be referred to as phase exits, milestones,
phase gates, decision gates, stage gates, or kill points.

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

Project Management

Application of knowledge, skills, tools, and techniques to project activities to meet the project
requirements.

Project Portfolio Management

The centralized management of one or more portfolios to achieve strategic objectives. Portfolio
management ensures that the portfolios are reviewed to ascertain that resources are allocated as per
priority and the allocation is consistently in line with the organization`s strategies.

Projectized Organization

An organization where most of the organization`s resources are involved in project work, and Project
Managers have a great deal of independence and authority.

Regulation

A requirement imposed by a governmental body and its compliance is mandatory.

Similarities between Operations and Projects

1. Performed by people 2. Constrained by limited resources 3. Planned, executed, monitored, and

controlled 4. Ultimate goal is to achieve organizational objectives or strategic plans

PROJECT

1. TEMPORARY endeavor

2. Creates a UNIQUE product, service or result

3. BEGINS and ENDS

5. ENDS when ojectives are met, cannot be met or is terminated

4. Benefit: supports STRAT objectives

PROGRAM

1. COLLECTION of projects, subprogs, activities

2. Managed Collectively to achieve a benefit can't achieve by individual mgmnt

3. Can contain work outside of project scopes

4. Projs are INTERRELATED and have COMMON outcome or purpose

5. Benefit: manages INTERDEPENDENCIES to achieve optimal approach

PORTFOLIO

1. Collection of projects, programs, subportfolios, operations

2. Prioritizes contents to achieve ORGANIZATIONAL strats

3. Not necessarily interdependent

4. Benefit: achieves STRAT objectives

Why PROJECTS

1. Support STRAT objectives

2. Driven by:

A) market demand

B) strat opp/biz need

C) social need

D) environmental consideration

E) customer request

F) technological advance

G) legal requirement

PM OFFICE

1. A STRUCTURE standardizes proj-related GOVERNANCE and PROCESS

2. Facilitates SHARED-USE resources, methods, techniques & tools

3. Three types:

A) SUPPORTIVE - consultative, provides info repository

B) CONTROLLING - consultative and drives requirements compliance

C) DIRECTIVE - directly manages projects

OPERATIONS

1. REPETITIVE and ONGOING

2. Can be a STAKEHOLDER or subject of a project

3. NOT a project in and of itself

Ex. Plant ops, help desk staff

ENTERPRISE ENVIRONMENTAL FACTORS (EEF)

1. Factors that are OUTSIDE control of project team

2. Two types:

A) INTERNAL:

- culture

- process

- HR

- risk tolerance

- politics

B) EXTERNAL:

- gov or industry standard

- community

- market place conditions

ORGANIZATIONAL PROCESS ASSETS (OPA)

1. Includes PLANs, PROCESS, POLICIES, PROCEDURES, KNOWLEDGE

2. Specific to and used by organization to GOVERN PM

3. Can include LESSONS LEARNED & HISTORICAL DATA

4. Acts as INPUT to most processes

Ex. HR policies, accounting codes, software

STAKEHOLDERS
1. Individuals, groups, orgs who are AFFECTED by project decisions, activities or outcomes

2. Often have COMPETING expectation

3. Can exert INFLUENCE over PROJECT, DELIVERABLES or TEAM to achieve outcomes

4. Includes:

A) ALL members of PM TEAM

B) sponsor

C) customers/users

D) sellers

E) biz partners

F) organizational groups

G) functional managers

H) others - experts, consultants etc.

GOVERNANCE

1. ALIGNS projects with stakeholder needs

2. STRUCTURE for consistent management of projects (processes, tools, decision-making models)

3. SEPARATE from organizational governance

4. Includes:

A) acceptance criteria

B) resolve issues

C) org chart for roles

D) decision-making process

E) communications process

F) life cycle approch

PROJECT MANAGER ROLE

1. Satisfies needs of TEAM, TASK, INDIVIDUAL

2. LINK between STRAT and TEAM

3. Balances technical, interpersonal and conceptual skills

4. Interpersonal skills:

A) leadership

B) team building

C) motivation

D) decision-making

E) negotiating

F) political awareness

G) conflict management

PROJECT LIFE CYCLE

1. Series of PHASES from START to FINISH

2. Generally SEQUENTIAL, can be OVERLAPPING

3. Influenced by OPAs

4. TIMEBOUND with DELIVERABLES/ACTIVITIES

5. Can be:

A) PLAN-driven - product and scope DEFINED at START and managed closely (predictive)

B) ADAPTIVE - conditions are FAST (2-4 weeks) scope defined at START of each ITERATION And
INCREMENTAL. Called PROGRESSIVE ELABORATION

6. Characteristics:

A) start - CHARTER

B) prepare/organize - PM PLAN

C) carry out work - ACCEPTED DELIVERABLES

D) closing - ARCHIVED PROJECT DOCS

ORGANIZATIONAL STRUCTURE

1. Six types:

A) functional ( functional mangers is PM)

B) weak matrix (same above)

C) balanced matrix (PM reports to functional mgr)

D) strong matrix (PM directs)

E) projectiles (dedicated to PM)

F) composite (dedicated PM mngs staff across org)

2. Has unique CULTURE (shared values, motivation/rewards, leadership etc)

3. CULTURE directly INFLUENCES projects

PROCESS

1. INTERRELATED activities that create specific product, service or result

2. Characterized by ITTOs

3. OPAs and EEFs are inputs

4. Are FINITE

5. PM determines which processes to use