Scope management

All control processes will have “Work performance data” as an input

Variance analysis –> Planned vs Actual

Trend analysis –> Stock market example, we must have data for this.

Control scope is linked to Performance Integrated change control

RTM – Adds business value by linking business and project objectives. [WBS, Design, Development
and testcases]. Useful to prevent scope creep.

Multicriteria decision making is also known as “Decision Matrix”

Requirement documentations -> Not all req. mentioned in this doc are included in the project.

Define scope -> Selects the final project requirements from Requirement documentation

Product analysis techniques - > Product breakdown, Requirements analysis, Systems analysis,
Systems engineering, Value analysis, and Value engineering.

Project scope statement ->Project scope, Major deliverables, assumptions and constraints

Project scope statement template -> Project scope desc., Deliverables, Acceptance criteria, Project
exclusions (this mentions what is out of scope and then help to manage stakeholder’s expectations
& reduce the scope creep)

WBS -> Hierarchical decomposition

Work packages -> lower level components of WBS

WBS estimation techniques -> top-down (Analogous) , Parametric, 3-points and bottom – up

100% rule -> total of the work at lowest levels should be roll out to higher level so nothing is left out.

Scope baseline -> Approved version of the scope statement, WBS and WBS dictionary, can be
changed only through change control process once baseline is finalized

Control account -> compare (scope+schedule+cost == Earned value) ? One account has more than
one work package however reverse is not true

Planning package -> this is there in WBS. First we derive planning package and then work package.

There is no task details contains in any of the scope document. It will be covered in schedule.

Validate scope > Completeness of the product / UAT acceptance / throughout the project

Control quality -> QA testing for correctness

Requirement management plan is also known as Business analysis plan.

Requirement Documentation – Acceptance criteria is the important thing.

Planning package is super set of work package

Bigger is better – True for NVP, BCR, IRR

Smaller is better – True for CBR – cost benefit ratio – Opportunity cost

WBS created by team -> team buy in

If NVP, IRR and payback period is given ask which project you will select. Then go in the given
sequence.

Three processes (Collect Requirements, Define Scope, and Create WBS) are
repeated for each iteration.

If BA is assigned in the project : Requirement related activities are his responsibilities.

Context diagram: Scope model

User stories (facilitation) describe the stakeholder role, who benefits from the
feature
(role), what the stakeholder needs to accomplish (goal), and the benefit to the
stakeholder (motivation).

Storyboarding is a prototyping technique showing sequence or navigation

through a series of images or illustrations. Storyboards are used on a variety of
projects in a variety of industries, such as film, advertising, instructional design,
and on agile and other software development projects.

Requirements need to be unambiguous (measurable and testable), traceable,

complete, consistent, and acceptable to key stakeholders.

Requirement doc: how individual requirement meets business need

Nonfunctional requirements. Nonfunctional requirements supplement functional
requirements and describe the environmental conditions or qualities required for
the product to be effective. Examples include: reliability, security, performance,
safety, level of service, supportability, retention/purge, etc.

Since all the requirements identified in Collect Requirements may not be

included in the project, the Define Scope process selects the final project
requirements from the requirements documentation developed during the
Collect Requirements process. It then develops a detailed description of the
project and product, service, or result.
Inspections are sometimes called reviews, product reviews, and walkthroughs

Rejected deliverables -> Know the reasons for rejections -> Document it -> Raise CR

Requirement doc and RTM are updated with results of validation including the method used and
outcome.

Schedule management

1. Milestone – significant events to know important deliverables, no duration, no work

activities , 0 days,
2. Kill point / Phase gate -> End of phase
3. Define activities & Develop Schedule is having output of CR
4. Network diagram -> Pure form – default – just show relationships. When time is added, it
becomes time-scaled schedule diagram.
5. The project team identifies mandatory and discretionary dependencies; the project manager
identifies external and internal dependencies.
6. Path divergence(multiple successors), Path convergence (multiple predecessors)
7. Estimate activity: - Resource breakdown structure – types of resources needed, Resource
requirements – Skills , Project team assignment - # and experience level of individual of the
team
8. Heuristics – Accepted rule to estimate – like QA time will be 30% of development
9. Delay in any activity on the critical path will be the same delay in the project end date.
10. Soft logic – Discretionary dependencies
11. No Historical information/ insufficient /uncertainty/ Straight / Simple data then Triangular
Distribution
12. Weighted = Beta distribution
13. You can use estimate ranges and standard deviation to assess risk.
 14. Estimation calculation will be useful for PM in monitoring & controlling process.
15. Contingency reserve is included in the project schedule baseline.
16. Estimating activities – team buy in
17. Project float / Positive total float : PM can delay the project without affecting the timeline
given by customer / sponsor
18. Barchart -> Resource manager, Milestone -> Sr. mgnt., Network diagram -> Team
19. Maximum risks at critical paths
20. Free float-> Does not affect successor activity, Total float -> Does not affect project timline
21. Does the network diagram change when the end date changes? No, not automatically, but
the project manager should investigate schedule compression options such as fast tracking
and crashing the schedule to meet the new date. Changes, the project manager should
change the network diagram accordingly.
22. More than one critical path is possible. More risks.
23. Fast track / Crashing can be done on critical path. Fast track -> High risk, More attention to
communication; Crashing-> High cost
24. Bar chart -> Shows progress / To report to the team
25. Critical path -> Schedule flexibility word
26. If we are asked to shorten activity to shorten path, we should check for the earlier activity in
the critical path.
27. Schedule is not finalized until after schedule compression.
28. Monte carlo - > Probability analysis
29. Parametric estimation technique – Word is “PER”, “Average”

30. Calculating free float and total float is generally not reasonable for finished activities.

31. The situational leadership model as defined by Paul Hersey and Ken Blanchard consists of
the stages____ Telling, selling, participating, delegating

32. EV cannot be assessed beyond the data date

33. purpose of control limits: Identifying whether the process is in control or not

Schedule performance is measured by comparing the actual (Project Schedule –

living document) vs the baseline (Schedule Baseline – frozen one).

At the beginning of project execution, the Project Schedule is the same as the
Schedule Baseline. As work is done on the project, the actual progress is updated on
the project schedule. At any given date, the latest version of the actual (project)
schedule is referred to as the "Project Schedule".

34. Estimate activity duration – outputs

35. Scheduling method : Agile, Scrum, Kanban (tasks same in size, useful in operations, pull task
based on availability), CPM

36. Activity list : Activity identifier and activity description

Activity attributes: descriptions, predecessor activities, successor activities,

logical relationships, leads and lags. Resource requirements, imposed dates,
constraints, and assumptions. Activity attributes can be used to identify the
place where the work has to be performed, the project calendar the activity is
assigned to, and the type of effort involved.

Technical dependencies may not be mandatory.

WBS/WBS dictionary : can be used to discuss technical details

What-if scenario : A schedule network analysis is performed using the schedule

to compute
the different scenarios, such as delaying a major component delivery, extending
specific engineering durations or introducing external factors, such as a strike or
a change in the permit process

Crashing: Approving overtime, additional resources, paying to expedite delivery

to activities on the critical path

Risk Exposure. An aggregate measure of the potential impact of all risks at any
given point in time in a project, program, or portfolio.

Recommended correction actions include contingency plans and workaround

plans.
The definition of acceptance criteria may significantly increase or decrease
quality costs and therefore project costs

Influence Diagram. A graphical representation of situations showing causal

influences, time ordering of events, and other relationships among variables and
outcomes

Lessons Learned Register. A project document used to record knowledge

gained during a project so that it can be used in the current project and entered
into the lessons learned repository.

Lessons Learned Repository. A store of historical information about lessons

learned in projects.

Cost management

EAC - > We need x amount of money while we complete the project.

ETC -> We need x amount EXTRA to complete the project.
Assuming current cost performance is atypical for future, what is EAC?
=> AC+BAC-EV

One point estimation technique is not the slowest technique.

Difference between cost budget and cost baseline is “management reserves”
Earned value analysis for “Performance reporting”
Cost risk -> There is a risk that project costs could go higher than planned.
When we want to cut the project cost, we should look for Direct and variable costs.
- Control means measure
- the project is on track checking through earned value analysis
- the project manager can monitor completion of work packages as a way to show progress on
deliverables within the time and cost allotted to them in the plan.
- Earned value analysis is used in performance reviews to measure project performance against the
scope,
schedule, and cost baseline(3 baselines = performance measurement baseline).
- EV can be used to forecast future performance and project completion dates and costs.
- Earned value analysis may also result in change request to the project.
- Last formula of EAC - So for example, it might be used when the cumulative CPI is less than one and
firm completion date must be met. (CPI*SPI)
- TCPI - "To stay within budget, what rate do we need to meet for the remaining work?"
EVA also includes monitoring the use of contingency reserves to ensure the amount of reserve is
adequate.
- Value analysis - Its focus is on finding a less costly way to do the same work
- Cost risk – Risk on the cost. The concept of cost risk involves cost, risk and procurement
management.
- Control thresholds are the amount of variation allowed before you need to take action
- Team training: Direct cost
- Taxes, Fringe benefits and Janitorial services: Indirect cost
- one point estimating technique
- ROM: initiating process - -25% to +75% Range
- Budget estimate – (-10 to +25%)
- Definitive estimate - Planning process - -5 to +10%
Cost baseline: can be used to assess outlays and funding requirements.

Which of the following is not a forecasting method?

o Scenario building
o Simulation
o Time series method
o Variance analysis

product backlog:
A description of what is to be delivered in a product

Which is a category framework that is suitable for prompt lists : VUCA

- Cost budget = cost baseline + mgnt reserve

- RITA page 303 ?
- Discounted cash flow?

Resource levelling Resource Smoothing

It applies the resource constraints to the We apply resource smoothing after doing
project and may result in a change in project resource-leveling.
duration. Since we need to first accommodate the
resource constraints before we can optimize
it.
Here we make use of slack, and will not result
in a change of project duration. Because the
total allocation of a certain resource remains
 the same.
Resource smoothing is more to do with
Resource Leveling is primarily driven by
desired limits like we do have 40 hours
resource constraints like you do not have more
available for a given resource but we wish
than 40 hours of the given resource for a
that we allocate 35 hours per week so we have
week.
some breathing space.
The desired limit identified in resource
The allocation limits identified in resource smoothing may not be applied in some cases,
leveling must be applied. if we do not have slack. It is optimized within
the float boundaries
When Resource Leveling changes the project Resource smoothing will not change the
dates, may also change the critical path, since critical path; it tries to make the best use of
constraints drive it. slack.

Procurements

CR Expertise needed, R&D

PO Standard comodities – Fixed price contract
IF or AF Best performance is needed
Begin work right away, need service for shorter duration, augment
your staff, When project scope includes the progressive elaboration
T&M of the scope of deliverables.
FP Scope is very clear
FPEPA Fixed price + Economy word
Target price Target cost+ target fee

Acquire resources create resource calendar which is used in the “estimate activity resources”.

Integration management

Primary role of PM is integration management

If too many CRs in the project, it would be good to revise Business case.
Configuration management system, Scheduling software, Work authorization system, time tracking
softwares are part of PMIS, EEF

kick-off meeting is held just after the approval of the Project Management Plan, and it is done in the
Develop Project Management Plan process.

Issue log is created during direct & manage project work process.
Explicit knowledge (information management) => Lessons learned, based on true events, data,
expressive in words or numbers
Tacit knowledge (Knowledge management) : based on feelings, experiences.

Lessons learned is an output of Manage project knowledge process.

OPA revisions done in Direct & manage project work & Manage project knowledge.

Develop project charter Direct & Manage project work Manage project knowledge
Assumption log Issue log Lessons learnt
No matter how much we use contingency, costbaseline will never change

Describing what the project team has accomplished : Status report

Describing where the project now stands : Progress report
Predicting future project status and progress : Trend / Forecast report

after baselining, the senior management must be consulted if these high level

constraints are to be altered (whether to use the management reserves)

Stakeholder risk tolerance is part of EEF

The PM Plan itself can be considered as a deliverable

changes in the project arise as a result of missed requirements, views of stakeholders,

poorly designed WBS, misunderstanding, inadequate risk assessment

configuration management activities: configuration identification, configuration status

accounting, configuration verification/audit to ensure the latest configuration is adopted
and delivered

The completion of project scope is measured against the project

management plan whereas the completion of product scope is measured
against the product requirements/WBS

 the requirement management plan is the primary means to understand

and manage stakeholder expectations

Data Date. A point in time when the status of the project is recorded.

Seller rating systems: These are used by organizations to rate prior

experience with each vendor that they have worked with in the past. The
seller rating system can track performance, quality ratings, delivery, and
even contract compliance.

Terms of Defines the obligations for the seller, what the seller will provide,
Reference and all of the particulars of the contracted work. Terms of reference
is similar to the statement of work.

Weighting This takes out the personal preferences of the decision maker in the
system organization to ensure that the best seller is awarded the contract.
Weights are assigned to the values of the proposals, and each
proposal is scored.

Ordinal A ranking approach that identifies and ranks the risks from very high to very
scales unlikely or to some other value.

Cardinal A ranking approach to identify the probability and impact by using a numerical
scales value, from .01 (very low) to 1.0 (certain).

Delphi Technique An anonymous method of querying experts about foreseeable

 risks within a project, phase, or component of a project. The
results of the survey are analyzed by a third party, organized,
and then circulated to the experts. There can be several rounds
of anonymous discussion with the Delphi Technique, without
fear of backlash or offending other participants in the process.
The goal is to gain consensus on project risks within the project.

Influence diagrams An influence diagram charts out a decision problem. It identifies

all of the elements, variables, decisions, and objectives and also
how each factor may influence another

RAG An ordinal scale that uses red, amber, and green (RAG) to capture the probability,
rating impact, and risk score.

Sensitivity A quantitative risk analysis tool that examines each risk to determine which
analysis one has the largest impact on the project’s success.

(PESTLE is A prompt list used in risk identification to examine the Technical,

another one) Environmental, Commercial, Operational, and Political factors of the project.
TECOP

VUC A prompt list used in risk identification that examines the Volatility, Uncertainty,
A Complexity, and Ambiguity of risk factors within the project

Time reporting system A system to record the actual time to complete project activities.

Sender–receiver Feedback loops and barriers to communications.

models

Stakeholder Notices to the stakeholders about resolved issues, approved changes,

notifications and the overall health of the project.

Collective bargaining Contracts and agreements with unions or other employee

agreement constraints groups may serve as constraints on the project.

Ouchi’s William Ouchi’s theory is based on the participative management style of the
Theory Z Japanese. This theory states that workers are motivated by a sense of
commitment, opportunity, and advancement.

Political The hidden goals, personal agendas, and alliances among the project team
interfaces members and the stakeholders.

Referent The project team personally knows the project manager. Referent can also mean that
power the project manager refers to the person who assigned him the position

Technic The project team identifies the disciplines and specialties that the project will require to
al complete the project scope statement. The technical interfaces are the resources that
interfac will be doing the project work.
es
Control chart: A quality control chart that maps the performance of project work over
time.

Run chart A quality control tool that shows the results of inspection in the order in which
they’ve occurred. The goal of a run chart is first to demonstrate the results of a
process over time and then to use trend analysis to predict when certain trends
may reemerge.

Seller These are used by organizations to rate prior experience with each
rating vendor that they have worked with in the past. The seller rating system
systems can track performance, quality ratings, delivery, and even contract
compliance

These seven tools are used in quality planning and in quality

control: cause-and-effect diagrams, flowcharts, check sheets, Pareto
diagrams, histograms, control charts, and scatter diagrams.

Tree Tree diagrams show the hierarchies and decomposition of a solution,

diagram an organization, or a project team. The WBS and an org chart are
examples of tree diagrams.

Leading Part of stakeholder analysis classification. A leading

stakeholder stakeholder is aware of your project, they want your project to
status be successful, and the stakeholder is working to make certain
the project is a success.

transactional The leader emphasizes the goals of the project and

leadership rewards and disincentives for the project team.
This is sometimes called management by
exception as it’s the exception that is reward or
punished.

transformational The leader inspires and motivates the project

leadership team to achieve the project goals. Transformational
leaders aim to empower the project team to act, be
innovative in the project work, and accomplish
through ambition.

Interactional The leader is a hybrid of transactional,

leadership transformational, and charismatic leaders. The
interactional leader wants the team to act, is excited
and inspired about the project work, yet still holds the
team accountable for their results.

Risk review meeting : Reassessment of risks

Q: What does "atypical for future" mean?
Ans : It means we will assume the current performance will not affect future performance. Therefore,
future performance will be the same as what we have assumed at the very beginning of the project.

Only the low severity Risks are added to the watch list; since these Risks are listed in the short list,
they are the high severity Risks. The Qualitative analysis is enough in such a case.

Question 2:

The following information is known about the given activities:

Activity 1: Optimistic = 15 days, Most Likely = 20 days, Pessimistic = 26 days

Activity 2: Optimistic = 200 days, Most Likely = 205 days, Pessimistic = 207 days

Activity 3: Optimistic = 20 days, Most Likely = 24 days, Pessimistic = 30 days

Activity 4: Optimistic = 10 days, Most Likely = 12 days, Pessimistic = 13 days

If your organization implements 6 sigma, which activity is the riskiest activity?

The activity having the widest range is the riskiest activity. The range of Activity 1 = 26 – 15 = 11
days; The range of Activity 2 = 207 – 200 = 7 days; The range of Activity 3 = 30 – 20 = 10 days; The
range of Activity 4 = 13 – 10 = 3 days. Since Activity 1 has the widest range, the best answer is A.

[6:09 PM] Payal Patel

A Risk not included in the Risk Response Plan has an expected monetary value of $5,000 and the
probability of this Risk to occur is 20%. The total duration of the Project is planned to be 12
months. If this Risk occurs during the fifth month of the Project, which of the following options is
true?

No changes in Cost baseline

Cost baseline will be increased by 1K
Cost baseline will be increased by 5K
Cost baseline will be increased by 25K

Explanation:

Since this Risk is not included in the Risk Response Plan, the cost baseline should be increased by the
actual impact of the Risk. Since the actual impact value is not given in the question, we will assume
the actual impact equals the expected impact. Expected Monetary Value = Probability x Impact;
$5,000 = 0.20 x Impact; If we divide both sides by 0.20, Impact = $5,000 / 0.20 = $25,000. Therefore,
the cost baseline should be increased by $25,000. The best answer is D.
Self : Need details –

1. Cost centres
2. Job shadowing
3. Stage gate
4. Standard variance / Variance – why use?
5.

Communication

Efficiency is providing only the information that is needed

Overhead cost are those cost which are not in your control. Project team salary cost, travel
cost, training cost are direct cost. Cost of HR/Sales/Director are overhead cost

Burn rate is inverse of CPI, i.e. Burn Rate = 1/CPI. This gives a measure how fast cash
is being burnt!!

The best forms of power are expert and reward.

Conflict sources priorities –

1. Time (Schedules) (unrealistic, resources not available)

2. Project priorities

3. Resources
4. Technical opinions

5. Administrative procedures

6. Cost

7. Personality

(T-P-R-T-A-C-P)

Fringe benefits: These are the standard benefits formally given to all employees, such as education
benefits, insurance, and profit sharing.

Perquisites ( perks): Some employees receive special rewards, such as assigned parking spaces,
corner offices, organizational logo apparel, and executive dining.

Quality management
Another approach to continuous improvement is Six Sigma, Generally 3 or 6 sigma is preferred.

A JIT system forces attention on quality as well as schedule.

Plan Manage (Assurance) Control

Output: Quality metrics Continuous improvement
Perform cost-benefit, CoQ, Problem solving / Root cause Quality control
of the problem measurements
Verified deliverables
First: Develop quality policy Output: Quality Audits, Quality Input: test and evaluation
reports docs, Quality metrics
Standards and regulations are Create test and evaluation Inspection, testing,
input of this plan docs Walkthrough
ISO 9000: Framework for Designs for X Performance review [QC
quality systems This process – greatest impact measurements against QC
on quality matrices]
T&T: Test and inspection Process improvements Use control chart
planning processes
Input: Quality control Corrective action/Preventive
measurement action/Defect repair
Design for experiments Complete checklists,
(alternative analysis, less cost checksheets, perform test,
& same level of quality) evaluate results,
Process attacks common Questionnaires and surveys
causes of variation
Establishment of parameters Graphically representing
of control chart results of testing
Will we meet the quality
objectives?
Determine root cause of the
quality problems
Philip Crosby considered the following to be the Absolutes of Quality Management:
 Quality is conformance to requirements
 Defect prevention is preferable to quality inspection and correction
 Zero Defects is the quality standard
 Quality is measured in monetary terms

Marginal Analysis -> the benefits or revenue to be received from Improving quality equals the
incremental cost to achieve that quality (when cost becomes equal to benefits)

Design for X : Design for X is another way of analysing variables to evaluate both the effectiveness of
the quality management plan and the team's ability to meet objectives.

"statistical independence" : the probability of one event occurring does not affect the probability of
another event occurring.

Every process is expected to have some variation in its results;

Think of "out of control" as a lack of consistency and predictability in the process or its results.

Rule of seven = (Heuristic)

Out of control = Assignable cause/ Special cause variation [Use of cause-effect diagram to uncover
root cause of the variation]

Scatter diagram: A regression line (or trend line) is calculated lo show the correlation of variables,
and can then be used for estimating and forecasting

Here is a trick: If the situation is looking forward in time, it is most likely a planning function. If it is
looking back in time at project results, it is most likely part of quality control. If it is looking back in
time at processes and procedures, it is most likely part of managing quality.

MISC
Describing what the project team has accomplished : progress
Describing where the project now stands : status
Predicting future project status and progress : Trend/ Forecast

Sigma numbers -

2 = 95
3 = 99.7
6 = 99.999
1 = 68

Working capital = total assets – total liabilities

* If the process is not accurate but if it is precise; then we need to adjust the
process;

* If the process is neither accurate nor precise; then we need to improve the
process.

Delphi technique requires that the experts remain anonymous.

Contingency reserves may also be referred to as time reserves or buffers.

The project manager is successful when the project objectives have been
achieved. Another aspect of success is stakeholder satisfaction. To be successful,
the project manager should tailor the project approach, life cycle, and project
management processes to meet the project and product requirements.

Cost of quality is often the concern of program management, portfolio

management, the PMO, or operations.

Work authorization system : when and in which sequence the activity should be done.

Appropriate levels of accuracy and precision : Project management

team

Stakeholder:

1. Not involving key stakeholder can lead to cancellation of the entire product/project.
2. Best way to involve stakeholder more extensively is – involving them to have periodic
review of project requirements.
3. Roles and responsibilities are determined by PM and stakeholder.
4. All process we do for stakeholder is to have their satisfaction – key objective.
5. All the negative stakeholder need immediate attention from PM.
6. Untold requirement / mental belief => Expectation
7. The degree to which a stakeholder may be able to positively or negatively affect a project is
their: Influence
 8.

any changes to the organi1ational strategy will necessitate changes to the organization's
portfolios, program~, project~, and opcr.1t1onal work- both ongoing efforts and fu ture
initiJtivcs. Forexample, ifa pro1cct no longer .1ligu:. with the orgnn1z.attonal strateg}·, the
project may be changed midcoursc
to bring it into ~lignment, or it may be termin.ited.
Projectized org = Composite = hybrid organization.
  EEF may include Resource management plan,
procurement system, quality management plan
 Financial DB = OPA
 Matrix org = complex communication
 Framework for keeping org focused = Organization
project management
 Lesson learnt is best completed by “All stakeholders”
 Project expediter and project coordinator are roles in a weak matrix org.
 Planning team is determined just before creating WBS
and after scope statement creation
 Conflict resolution techniques are written in team charter.
 Roles and Responsibilities are defined in the resource
management plan.
 High level of estimation, high level of WBS, risk
identification starts in initiating process group.
 Project goes back to initiating if project has too many
problems that you revaluate the business need.


Refine control limit – Monitoring and controlling

Business case = go- no go analysis, business needs, project
objective, business values to org, how it fits into org’s strategic
goals, High level assumptions/constraints, Project charters may
have business case as an attachment

Benefits management plan = All about benefits, who owns that,

how to measure the benefits, define metrics to measure the
benefits

Constraints & Assumptions: Defined high level in Project

charter and refined & documented in detail as part of Define
scope process.

Assumption analysis is a part of risk management process.

Agreements (internal project): Email, memorandum of

understanding, letter of agreement

Buyer and seller both creates their own Project charters.

After CR – first thing is to evaluate that change on the other
project constraints

Change driven project may not have CCB.

Scope management plan:

Collect requirement = requirement and expectation collection

process

Brainstorming – idea generation from one idea

Collect requirements – Voting – is needed (balancing

requirements) to solve conflicts in the requirements, prioritize
it before documenting it in the requirement documentation

Affinity diagrams – ideas group by similarities

Context diagram : highlighting product & its interfaces with
people, process or system, Actor keyword

Requirement documentation/Project scope statement/WBS

dictionary contains acceptance criteria

RTM – who raised the requirement, link requirements to

project objectives , requirement attributes, link to other
requirements

We can delegate requirement ownership to team members like

risk owners.

Define scope -> Product analysis -> System engineering, Value

engineering

WBS : improve team buy in, improved project performance, no

deliverable is forgotten, shows what are the other parts of the
project. Related to work product/deliverables and not the
activity, product & project scope is included, Facilitates
communication and cooperation between project team,
customer and stakeholders, manages stakeholders’
expectations, used to identify risks, used to prevent changes,
used to estimate resources, cost and schedule, team building
activity, prevent scope creep/gold plating (WBS dictionary also
used for it), shows team members’ roles, use to evaluate the
impact on the other elements while performing integrated
change control, foundation of the project, does not show
dependencies, can be reused in the other project

Deconstruction = decomposition

Control Account = Planning packages = higher level of Work

package

Any change request outside of the defined scope will lead PM

to review project charter/WBS. If not a part of current project
charter, it will become new project/deny that CR.

WBS dictionary : Part of work authorization system, Prevents

scope creep, contains priorities, acceptance criteria;
milestones; durations; interdependencies; quality metrics;
risks; cost; due dates; resources assigned etc, used as a work
authorization system – tells team member when their work is
going to start, puts boundary what is included in work package

Validate scope = frequent planned meeting with customer to

gain approval for the deliverables , verified deliverables (i/p),
can happen at the end of project/phase OR middle of the
project phase/project, this will become part of the reason for
the close project to get final sign off from the customer as a
whole

Why updates to requirement documentation is the output of

the validate scope?

Control scope : comparing project against scope baseline,

manages changes in the scope baseline,

Scope baseline development done by Project team

Customer approves product scope and not project scope.

Schedule management plan : Formal / Informal

Rolling wave planning can be also used in the plan driven

project.

Milestone examples Company checkpoint, Phase gate/Stage

gate

Planning process -> o/p CR [Define activities(Changes in the

baseline may be due to WBS scope change)]

Network diagram use : Show project progress, help to

compress schedule, show interdependencies, help to justify
time estimate

Sequence activity: Updates in the Activity list, activity

attributes, milestone list, assumption log, risk register
One point estimation used to find out critical path.

3 point estimation -> Triangular (Simple/Straight Average) : If

you do not have a lot of experience / No historical information

Beta distribution (PERT/Weighted average): When historical

data / samples are available to work with

Estimating helps to identify more risks

Monte carlo(what-if scenario/data analysis/ Modeling) : use
computer, input: Network diagram & estimation of activities
(use 3 point estimation), produce: probability of completing
project on any specific day; with any specific cost; probability of
being any activity on critical path; overall project risk
identification

Resource levelling: peaks and valley, increase cost, change

project end date, resulting in a more stable number of
resources; can be also used if limited resources are available &
ready to enlengthen the schedule instead of hiring new
resources

Develop schedule process outputs:

Bar chart : weak planning tool, re effective for progress

reporting & control, can be used for functional manager, not a
part of project management plan, No resource assignment/no
activity dependencies ; not as powerful as WBS & network
diagram & also done after these two; used to report to the
team, used to show progress/status
Controlling project: Measure performance; take
preventive/corrective actions

If project schedule meeting completion date is a challenge, the

project manager should suggest termination of project. This is
also about controlling changes rather than just providing
updated schedule

Retrospective meetings: Access process improvements

Reprioritizing the backlog of work: controlling schedule activity

Plan schedule Define Sequence Estimate Develop

management activities activities activity schedule
Format/Frequenc Decomposin Dependencies Estimation Bar charts
y of report g Work methods Network
packages diagrams
Milestone
charts

Length of iteration Rolling wave No time in Leads and Project

planning diagram lags schedule
Determine Alternative Simulation /
Milestones analysis Monte carlo
list Reserve
analysis
CR as an Fist of five Approval from
output (As – decision team – Project
change in making schedule
scope due to Basis of
Rolling wave estimates: Schedule
planning) Confidence network
level, analysis
ranges of
estimates
Review risks
and re-estimate
is the best thing
to compress the
schedule
CR as output
Control schedule
Corrective and preventive action
Iteration burn down
Holding retrospective meetings
Reprioritising backlog
Re-estimating
Schedule compression
Resource optimization, Leads & Lags

Cost management :

Cost estimates can be at activity level or at control account

level(large project)

Concept of cost risk involves cost, risk and procurement

management.

Plan cost management

- Whether org will finance the project / equity or debt
- Whether to purchase resources or lease the equipment
(Project selection methods can be used to determine this –
NPV, Discounted work flow, payback, IRR, ROI)
- Discounted cash flow : How much revenue to be earned
from specific project work
- Cost management plan = budget management plan = budget
plan
- Formal / in formal
- Roles and responsibilities of cost activities is there in cost
management plan
- Plan contains WBS level at which EV is going to be calculated

Estimate cost
- Process includes cost estimation of activity and resources
 -

- Type of the cost to be considered

- ROM(Project initiating process), Budgetary estimates,

Definite estimates
- Project setup cost = fixed cost
- Bottom up estimates = most costly
- Risk register is the i/p and o/p both to this process
-
Determine Budget:

Steps: prepare primary budget -> Compare with other projects’s

budget (if much difference, PM needs to justify accuracy of
estimates) -> Check cash flow (funding limit reconciliation – makes
sure money is available whenever needed) -> Make adjustment in
the schedule/other parts to adjust funds &its need (example of
resource need in June and no money available until July) -> Again -
Compare with Project charter against constraints -> If still exceeded,
meet management & suggest options to decrease costs/ explain why
it cannot be met with its limit
Cost baseline showed as a S-curve, it is a time-phased
Prevention concept – Philip Crosby
Continuous improvement = Kaizen = Total quality = PDCA = Six sigma
= Process analysis

Quality : Primary responsibilities of PM

Failure analysis = Root cause analysis

Pareto chart = helps to identify which root cause results in the most
problems

Scatter diagram = Control quality = Compare what is actual vs

planned, to forecast future outcomes of the process
Resource management –

Org break down structure = Department, under dept. Work packages

Acquire team: Types of the team
Manage team: team members are released in this process, need for
training is identified too, existing system for HR appraisals and
evaluations may be updated

Risk management
Benefits: project schedule and cost estimates can be decreased,
lesser change requests, less variances, strong relation between
communication plan and reducing risks
Started in the initiating process
Risk event – may happen or may not happen
Important to know – what is risk probability, impact, when happens,
frequency

I/p and o/p of risk management is important

Plan risk management : PM, sponsor, customer, experts, other

stakeholders(may be outsiders) involve in this process. Efforts should
be invested based on size & complexity of the project,
experience/skills of project team
Time should be allocated in the project schedule for risk
management activities
Risk breakdown structure = organization chart
Risk categories = sources of risk
Pure risks = insurable risks

Identify risks: All stakeholders, other teams outside of projects, risk

teams involves

Identify risks Qualitative analysis Quantitative Plan risk responses

List of risks Risk data accuracy Determine which Based on response
risks warrants plan, we eliminate
response few risks,
contingency amount
Project continuity is revised
can be decided too
Potential owners, Prioritized risks, Determine overall Cost baseline is
responses results of other risk project risk, important input
parameters, risk Determine cost and
 groups, watch list , schedule reserves
Project Risk ranking
to compare other
projects
Root cause of risks Finding overall Risk having highest Risk triggers, risk
project risk and take probability and owners,
decision to continue impact is required contingency/fallback
project? quantitative analysis plan, secondary risks

Short list / watch list Identifies initial(not Final reserve

is prepared final) contingency development work
reserve is done

Still few residual

risks will be there.

EV cannot be assessed beyond the data date

Mitigation strategies : to make sure risks impact is lessen

Contigency plan: plan is what to do once risk occurs

Avoid: Remove work package, replace person, expand the scope by adding testing

Mitigate : Reducing probability and/or impact. Mainly most

probability &/impact is chosen.
Transfer= deflect/allocate = insurance, bonds, warranties,
outsourcing work(procurements)
Even after pure(surable) risks are transferred (like due to fire), there
will still be residual risks remains. (cost above than insurance,
schedule delay due to fire)
Risk triggers = early warnings, trigger the contingency response
Contract: before it gets signed; risk management should be
completed, all risks should be documented in the terms and
conditions
Residual risks = accepted risks
Contingency reserve = allocated for contingency plan and fallback
plan for the occurred risks / secondary risks
Workarounds, close risks, Risk reassessments, reserve analysis = part
of monitor risks
If identified risk occurs -> use reserve -> else do fast tracking,
crashing, preventive/corrective actions
If unidentified risk occurs-> workaround needs to be created / use
management reserves
Monitor risks = technical performance analysis, respond to risk
triggers, revisit the watch list, if risks has occurred-> project must be
in M&C process
It is not true to say to revaluate /reidentifies risks if too many
secondary risks are going to arise.
Active accepted risks -> Contingency plan and contingency reserve
Passively accepted risk -> work arounds / management reserve if
within scope, when it is best to deal with a risk as it occurs.
If unidentified risk -> work around/ management reserve if within
scope
Five whys are used for: Root cause analysis

Which is not a type of project review meeting: Project status review meeting

Stakeholders
Identify Plan Manage Monitor
Before project is chartered, this Contains S.H eng. Address issues The key
process started from business case Assessment matrix and benefits of
development process Monitor
Engagement strategy to Stakeholder
Major changes in the project/org achieve desired level of Engagement
needs to identify more S.H engagement, details process is that
about the ways S.H will it will maintain
Team/SME/PMs MUST be or increase the
be involved in the
involved efficiency and
project effectiveness
S.H suggests other S.H to be This plan and S.R are of stakeholder
added in sensitive docs and not engagement
activities as
shared as it is with
the project
others evolves and
the
environment
changes.
Preferred
communication method
S.H analysis is done(Ownership,
rights, interest, contribution,
knowledge)

S.H mapping
/categorizing/classification
Happens
S.R is an important i/p to plan
communication mgnt
 Project changes reasons = missing stakeholders, scope definition
issues
Key objective of S.H management is Satisfaction.

Communication :
Plan Manage Monitor
Based on need of S.H and Project Artefacts are distributed including Observe if we are deviating than
project reports, quality reports, what we planned
risk reports
What info should be Provides opportunities for PM can observe if they are getting
communicated to whom, when, stakeholders to request required info or directly ask
using what method, model, additional information and stackholders.
technology clarification
Improving communication plan
also happens here.
Basic model->Ensures only Project reports and other formal
delivery of message written communications are
archived.
Interactive->Basic + Feedback is
important Meetings are big part of manage
communications
Complex->Interactive + Noise
(Lack of interest, every day
distractions)
5Cs:

Communication technology: Factors like confidentiality, urgency,

team is familiar with technology, comfortable with are checked

Blocker in manage communications:

Best practises : A specific sequence of work, described in terms of soft logic.

Active listening : NOT - Interrupting when appropriate

Question: 9
In most jurisdictions, a legally required order of formal statements establishing a
contract is: Offer, acceptance

What should managers consider before conducting a performance evaluation interview

with a project team member?:
Has the employee been provided with sufficient instructions and work tools?

Projects frequently do not meet customer expectations for which of the following
reasons? : Technical inability and poor risk management by the contractor

What is typical for critical path project management : Forward and backward pass

During execution in a project to build a major road bridge, your team found a major flaw
in the technical drawings. On an ad-hoc base, they had to find and implement a
workaround to avoid delays and mitigate technical problems. What should you do next? 35
:Meticulously document the problem and the workaround to create a requested change
to the project management plan, which will then be passed to the body responsible for
the change control decision.
Your management is applying the 10 percent solution: It has requested that you reduce
the budget for the project which you are currently initiating by 10%. What will this
probably mean for your project?: If the project budget is an honest one, then a
reduction in budget must be accompanied by a trade-off in either time or performance.

What is typical for high-context culture :

A message has little meaning without an understanding of the surrounding context.

What is important for quality auditors : Properly trained

Geert Hofstede’s cultural dimension of individualism refers to :

the significance of the person versus that of the group.

CSOW:
A statement of work that has been formally agreed upon by both parties and is therefore
part of a contract

Your management announced that they want to put you on a stretch assignment. In this
situation, you should consider that: …key stakeholders must have timely and complete
information regarding your qualifications to make decisions regarding your suitability for
the assignment

The communications management plan describes the information delivery needs

including format and level of detail.

Which of the following are not common barriers to project team building?
o Differing outlooks, priorities, and interests
o Role conflicts
o Excessive team member commitment
o Unclear project objectives/outcomes

Which is generally not regarded as one of the three categories of culture that managers
should master? 91
o National culture
o Organizational culture
o Project culture
o Functional culture

What is deltas ?
Constructive changes?

What is true for the process of scope validation:

It is the project management team’s responsibility to obtain stakeholder’s formal
acceptance of the completed project scope and deliverables.
   EEF may include Resource management plan, procurement system, quality management plan
•    Financial DB = OPA

propinquity :
A stakeholder believes it is of high relevance

prompt lists: VUCA framework

product backlog :A description of what is to be delivered in a product

PMI triangle: Personal growth aspect: Technical

Forecasting methods: Time series method, Jurisdictions, forecasting by analogy,

Scenario building, Simulation, composite forecasts, surveys, delphi method,
scenario building, technology forecasting and forecast by analogy.

extrinsic motivators : are incentives such as rewards, gifts, or money.

High-context culture: Believes more in relation than process/documents

Low-context culture: Believes more in process/documents

For the verbal CR, we should not go for analyse the consequences -> That CR has to be
sent via formal CR first. Only written CR should be evaluated.

Manage quality: The smaller the confidence interval, the more accurate the
measurement is.

Philip Crosby considered the following to be the Absolutes of Quality Management:

Quality is conformance to requirements
Defect prevention is preferable to quality inspection and correction
Zero Defects is the quality standard
Quality is measured in monetary terms

Core Characteristics and Use-Related Characteristics are the two sub-principles of WBS
Quality Principle 1. These principles are explained in the PMI practice standard for WBS.

The RBS is a hierarchically-organized depiction of the identified project risks arranged by

risk category and subcategory that identifies the various areas and causes of potential
risks. The RBS is part of the Risk Management Plan and can be updated as part of the
Perform Qualitative Risk Analysis process when new categories of risk can be added to
both the risk register and the risk breakdown structure

Collect requirements does not have “OPA” as an input.

Theory Z was developed by Dr. William Ouchi and concerns increasing employee loyalty
to their organizations. It was developed in Japan in the 1980's when jobs were o􀁸en
o􀁷ered for life. This theory has the following benefits; 1) It results in increased
productivity 2) It emphasizes the well-being of the employees both at work and outside
of work 3) It encourages steady employment and 4) It leads to high employee
satisfaction and morale.

Virtual teams: Noise may be created

Product Analysis is one of the tools and techniques used in the Define Scope process

Risk takers = Risk seekers

The XP methodology is highly iterative, and produces numerous deliverables

include UML diagrams, architecture diagrams, prototypes and test-cases :
GERT – sequencing methodology is used

One way to evaluate the project schedule performance is to : PMIS

Completion of project scope activities is measured against the : Project plan and not only scope
statement

Monte carlo analysis inspection is done by Experts.

MBO: Corrective actions are not part of process

According to Deming and Juran, most of the quality problems are there due to a defect or failure in
processes that are controlled by : Project management team / Top management

Project charter can be issued by outside of team / Sponsor.

One of the fundamental tenets of quality management is that quality : Should be planned in and not
inspected in

Org risk tolerance is also known as : Utility function

One way to decrease possible misunderstandings among team members and
increase productivity is to : Ground rules

Which of the following theorists stated that people generally are motivated according to the
strength of their desire either to achieve high levels of performance or to exceed in competitive
situations? : David McClelland

A person who believes in the inherent superiority and naturalness of his or her own culture is
defined as being : Ethnocentric

Imperialistic:

Jingoistic: Characterized by extreme patriotism, especially in the form of aggressive or

warlike foreign policy. (really dislike people from outside their own borders.)
"jingoistic propaganda"

Certain resources have been added to tasks on the critical path so as to reduce the project duration.
As a result the plan should then be reviewed for the : Emergence of new critical path

Non verbal mannerism is extremely important for effective communication. What percentage of
communication is non verbal: 55%

Approved CR implementation verification can be done by “Holding meeting to

review approved change”

When more information about the future features is available, the planning
packages will be decomposed into work packages

The risk report is a project document that provides information on sources of

overall project risk as well as the summary information on individual project risks
and is created as part of the Identify Risks process, not the Perform Qualitative
Risk Analysis process

Procurement documentation provides a written record used in reaching the legal

agreement and can include bid documents, procurement statement of work,
independent cost estimates, and the source selection criteria.

The requirements documentation may include technical and nontechnical

requirements that the seller is required to satisfy. Nontechnical requirements
include requirements with contractual and legal implications including
intellectual property rights among others. The question implies that the project
manager is carrying out the Conduct Procurements process. Information on
ownership of the intellectual property can be included in the requirements
documentation which is an input to the Conduct Procurements process or the
procurement contracts which are an output from the process. Based on the
scenario described, a bidder conference takes place; therefore, it is reasonable
to assume that no contracts have been awarded yet. This means that at this
stage of the project, of the available options, the requirements documentation is
the best place to find information on intellectual property rights.

Analytical techniques are used to evaluate, analyze, or forecast potential

outcomes based on possible variations of a project or environmental variables
and their relationships with other variables. In this scenario, the executive is
describing various analytical techniques which the project manager has
overlooked, including trend analysis, document analysis, and alternatives
analysis. 

When a project is a part of a program, the project management plan should be

consistent with the program management plan. 

 detailed descriptions of the team members' roles and responsibilities: Role-

responsibility-authority form

Process should be adjusted if they are outside of acceptable limits.

Manage quality: common causes of variation

Pareto = similar to “solzo rule”

Walkthrough = Quality inspection

IIL questions :

Integration

Cost-benefit analysis It validates that the project, if executed properly, will provide the
estimated financial and non-financial benefits
Final closure report of a project Evidence of acceptance of deliverables
Planned vs. actual cost and schedule data
Quality criteria planned and met
NOT [ROI for the project]
Cost baseline
Business case economic feasibility study
Closing process steps
Increase in complexity of a project Ambiguity
High expectations about the business benefits
Number of inter-connections between the parts of the project
Audit->unethical activity (bribe) detected Report your findings to the corporate legal division
[No need to go for hard evidence as detected in audit]
Project manager does before starting Kick off [Inform the stakeholders and come to a common
planning activities understanding]
Team resists for the valid lesson learned Ask a disinterested third party, such as the PMO Head, to perform
Exe. the lessons learned review
Temporary staff Temporary staffing is not strategically aligned with the business
Sharing new knowledge As soon as possible to prevent the knowledge from getting lost
Skip formal approval For phased implementations or terminated projects
The project will be considered successful Project objective and success criteria
if final project costs are less than or no
greater than 5 percent of the approved
budget. 
The greatest overall risk in a project is at Risk and project experience are inversely related
project initiation because
Terminated project -> First thing to do Determine the extent of completion of the deliverables
New initiative in the project New in the market for that project
Closing group -> Data analysis Alternative analysis is NOT used
start in managing customer The deliverables based on the business requirements
expectations right from the initiating
stage by understanding
A contract that was part of your project is Ask someone in contracts, procurement or legal to close the
now over and ready to be closed. You've procurement
collected and archived all project
documentation. The next action you
should take is to:

Closing process:
1. Administrative closure
a. All deliverables are achieved, and all issues are resolved
b. Product/deliverables acceptance
c. Costs are charged to project
 d. Closing project accounts
e. Releasing resources
f. Releases excess materials
g. Project final report
2. Completion of the contractual agreements 
a. Confirming the formal acceptance of the seller’s work
b. Finalizing open claims
c. Archiving such information for future use. 
3. Measuring stakeholder satisfaction.

Risks

a phase gate review from Risk Confirming that the level of risk is in line with the risk preferences and
perspective thresholds of the organization
risk level on a project is high Perform frequent reviews and use an incremental approach
three-point estimating help in By providing an estimate of the uncertainty of the outcome about the
risk management expected value
If risk cannot be avoided, Search for Escalate option, if not present Active option
mitigated
Reviewing risks in the meeting – You will continually develop a comprehensive list of threats and
benefit opportunities and can manage them better
Team is not willing to contribute Talk to the team on a one-on-one basis using smaller groups and plenty of
in the risk identification open-ended questions

COST

 forecast a range of possible final project  PMIS /Monte carlo analysis

SV = (-$1000) and CV = $200 Having insufficient resources
additional customer-requested work on a contract A funded contract change
High salaried people Positive SV and negative CV

SCHEDULE

 You are concerned that your schedule model stay Perform a what-if scenario analysis
aligned with your project management plan and
baseline.
Control schedule -  meeting for regular status updates You are able to maintain the schedule baseline
and providing forecasts throughout the project
to see how many resources and what types are Resource Histogram
required for each month
You find that you need more time than was originally What-if scenario
estimated. Your manager has told you that this project
must be done on time. Which of the following tools
and techniques can best help align the schedule to
the plan again?
If no enough resources Do work whatever you can do with available resource
and outsource rest of the work

SCOPE

"During a project review meeting, the sponsor Make the change and enter it into the change log
requests a small scope change and asks you to pay
for it using the management reserve. It is not a costly
scope change and there is no formal CCB. The next
thing you should do is:
 Use of WBS is also Technical details can be discussed and elaborated
Validate scope – does not happen - Modification of the project baseline to reflect new
information obtained by the team
that each work package must have Clear ownership and assignments
To control scope creep Scope management plan is helpful too
You are meeting with the project sponsor and the Formal acceptance
customer to confirm that the deliverables are
complete and that the project scope was met. 
You and the team have spent weeks with a very Solution requirements
difficult client defining the functional and non-
functional project requirements. Together these are
known as the
main reason for producing the WBS for a project To enable a more detailed understanding of the
scope and work estimates

Control of scope is one of the most important

processes you can undertake as it helps prevent Variance analysis and trend analysis
scope creep. The tools and techniques available to
you to do this are:
You are working on a team in an organization that is Manage stakeholder expectations and reduce scope
new to project management. As you help them creep
prepare their project scope statement, how should
you recommend that they use the list of exclusions

Executing
During monitoring and control of project activities, Submit a change request to update the responsibility
you discover that more experienced resources need assignment matrix
to be assigned, thus changing the roles and
responsibilities of certain team members. Your next
step is to:
Some companies conduct a conference post-bid to Explaining to each bidder the reason(s) why they
announce which bidder will receive the contract. were not awarded the contract
Which of the following would be the most important
aspect to discuss with the bidders?
Your team has delivered phase one of a project to the Process analysis
client. Based on client feedback and issues found by
the client, you decide to do some introspection to
identify root causes so that the subsequent
deliverables do not face the same issues. What
techniques would you choose to apply?

Teaming agreements are legal contractual agreements between two or more

entities to form a partnership or joint venture, or some other arrangement as
defined by the parties.

status of deliverables : Work performance info

Information notes: report

Accuracy is a measure of correctness; conformance to target values. Precision is

measured by exactness; standard deviation. PMBOK Guide®, 6th edition, p. 238

You are planning to use screening system for source selection process to select a vendor for supplying food for
your company? Which of these is a good example of screening system?
 a. You interview all the vendors and decide based upon the interviews.
b. You negotiate with all the vendors and select the one that provides the best price.
c. You only consider those vendors who have revenue of ten million dollars in the last financial
year.
d. You select the vendor who responds first to your advertisement.

You are using control charts to perform quality control. Which of these situations does not indicate that the
process is out of control and an assignable cause needs to be assigned. Assume that the control limits have been
set to three sigma.

a. One of the point is more than the mean + (3*sigma)

b. Two points together are more than mean +(2*sigma), but less than mean + (3*sigma)
c. Seven points together are on one side of the mean.
d. Three points are on one side of the mean

Stakeholder management is about the creation and maintenance of relationships

between the project team and stakeholders

An important trend in the Project Stakeholder Engagement process is ...?

a. Identifying all stakeholders

b. Stakeholder diversity
c. Complexity of stakeholder relationships
d. Communication technology

Answers b, c and d are tailoring considerations. PMBOK Guide®, 6th edition, p.

505

Project Quality Management  : Applies to all projects, regardless of deliverables

Oligopoly refers to which of these

a. There is only one qualified seller in the market.

b. There are no sellers in the market, so you have to build the product in-house.
c. There are few sellers and action of one seller will have impact on other sellers prizes.
d. Your company prefers to contract with only one seller.

 Contract Closeout is performed before administrative Closeout

Considering cross-located teams and difference in cultures, the best choice of communication in
this case would be formal and written.

The release criteria include both the timing of the release of team members and the method in
which you will release them.

Updating the WBS during Define Activities is often called Refinements. It occurs with riskier
projects.
Cost of Poor Quality is just another term for Failure Costs.

Vroom's Expectancy theory is based on the idea that people believe there are relationships
between the effort they put in at work, the performance reviews/ratings they are credited for the
effort, and the rewards they receive from their effort and performance review ratings. So, people
will be motivated if they believe that hard work and effort will lead to good performance reviews
and good performance reviews will lead to desired rewards. This theory consists of three key
elements: Expectancy - Perception of an employee of how much and what amount of effort will
lead to a desirable performance rating. Instrumentality - Perception or expectation that a good
performance rating would translate into a hefty salary hike. Valence - Preference of an employee
for a certain reward.

Project Team has created sub-plans for each activity in the project plan. - management plans.

You are in charge of managing a software development project that is related to

simulations for driving racing cars. In one of your team meetings, it is revealed that a lot
of issues have been reported in the air tunnel modelling module. On deeper analysis, it is
found that many of the issues could have been prevented had a simple code review
checklist been used. You prepare a code review checklist and ensure the code is
reviewed per the checklist. This is a good example of: Corrective action

You are in charge of managing a software development project which is related to

simulations for driving racing cars. In one of your team meetings, it has been revealed
that a lot of issues have been reported in the air tunnel modelling module. On deeper
analysis, it is found that many of the issues could have been prevented had a simple
code review checklist been used. You decide to mandate usage of the code review
checklist for all subsequent deliveries to ensure other deliveries are less issue prone.
This is a good example of : preventive action

A process with lack of consistency and predictability is called out of control.

If there is no impact on the baselines, it is safe to implement the change without going
through CCB.

Control Accounts are used to provide a cost estimate at a level higher than the work package.
They are used as a technique in activity definition process.

 The purpose of the quality audit is to identify what is working well and what is missing, but never
to find root cause of issues, which is done in Process analysis. 

Feasibility study determines if a project is realistic or not.

Vocal inflection contributes approximately 38 percent of our understanding of a verbal

communication.

Stakeholders should be classified according to their interest, influence, and involvement

A – For a cost plus contract , the biggest concern is Risk from the buyer’s perspective.

PMI Code of Ethics and Professional Conduct are : The standards are broken out into 2 categories:
Aspirational standards and mandatory standards

Cost is the expenses incurred by the project; price is what the customer is charged for the work
Hersey/Blanchard situational leadership model : Telling, Facilitative and Coaching

A code escrow arrangement will protect the seller and the buyer. If the seller goes out of business,
the buyer will have access to the code for continuing support of the product. Otherwise the code
stays in escrow

WBS is not an input to the Conduct Procurements process.

the force field analysis shows the pros and cons of an idea.

The SPC chart sets upper and lower control limits at +/- 3 sigma

The communication plan is developed based on which of the following elements : The project’s
organizational structure and external stakeholder requirements

Assessing how a stakeholder is likely to react in a given situation is described in Stakeholder analysis