PMP Certification Eighth Edition – Project Management Framework

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Understanding the culture, policies and procedures of the organization in which the project is being performed is MOST challenging in:
Global organizations
In a projectized organization, the project team:
Will not always have a “home”.
A project manager is trying to complete a software development project, but cannot get enough attention for the project. Resources are focused on completing process-related work, and the project manager has little authority to assign resources. What form of organization must the project manager be working in?
A project manager has very little project experience, but he has been assigned as the project manager of a new project. Because he will be working in a matrix organization to complete his project, he can expect communications to be:
A project team member is talking to another team member and complaining that many people are asking him to do things. If he works in a functional organization, who has the power to give direction to the team member?
The functional manager
Two project managers have just realized that they are in a weak matrix organization and that their power as project managers is quite limited. One figures out that he is really a project expediter, and the other realizes he is really a project coordinator. How is a project expediter different from a project coordinator?
The project expediter cannot make decisions.
Who has the MOSTpower in a projectized organization?
The project manager
All of the following are characteristics of a project EXCEPT:
It repeats itself every month
A framework for keeping an organization focused on its overall startegy is:
Organizational project management
Which of the following BEST describes the major constraints on a project?
Scope, time, cost, quality, risk, resources and customer satisfaction
If a project manager is concerned with gathering, integrating, and disseminating the outputs of all project management processes, she should concentrate on improving the:
Project management information system (PMIS)
A project manager is managing his second project. it started one month after the first, and both are in process. Though his first project is msall, this one seems to be growing in size every day. As each day passes, the project manager is beginning to feel more and more in need of help. The project manager has recently heard that there was another project in the company last year that is similar to his second project. What should he do?
Obtain historical records and guidance from the project management office (PMO)
The project life cycle differs from the project management process in that the project management process:
Is the same for every project
To obtain support for the project throughout the performing organization, it’s BEST if the project manager:
Correlates the need for the project to the organization’s strategic plan
Your management has decided that all orders will be treated as ‘projects’ and that project managers will be used to update orders daily, to resolve issues, and to ensure the cusotmer formally accepts the product within 30 days of completion. Revenue from the individual orders can vary from US $100 to US $150,000. The project manager will not be required to perform planning or provide documentation other than daily status. How would you define the situation?
This is a recurring process
The previous project manager for your project managed it without much project organization. There is a lack of management control and no clearly defined project deliverables. Which of the following would be the BEST choice for getting your project better organized?
Adopt a life cycle aproach to the project
A project team is working on manufacturing a new product, but they are having difficulty creating a project charter. What is the BEST description of the real problem?
They are working on a process and not a project
One of your team members informs you that he does not know which of the many projects he is working on is the most important. Who should determine the priorities between project in a company?
The project management office (PMO)
The difference between a project, program and portfolio is:
A project is a temporary endeavor with a beginning and an end, a program is a group of related projects, and a portfolio is a group of projects and programs related to a specific strategic objective.
Operational work is different from project work in that operational work is:
Ongoing and repetitive
Company procedures require the creation of a lessons learned document. Which of the following is the BEST use of lessons learned?
Historical records for future projects
Lessons learned are BEST completed by:
The stakeholders
Consideration of ongoing operations and maintenance is crucially important to products of projects. Ongoing operations and maintenance should:
Not be viewed as part of a project
What is a program?
A means to gain benefits and control of related projects
A company is making an effort to improve its project performance and create historical records of past projects. What is the BEST way to accomplish this?
Create lessons learned
This is both a science and an art, and follows a systematic process. Manages efforts to develop specific scope, which supports the portfolio or program management objectives and ultimately the organization’s strategic goals.
Project management
This is a temporary endeavor with a beginning and an end
This creates a unique product, service or result
Coordinates the management of related projects to achieve specific benefits that support the organizaiton’s strategic goals.
Program management
Selects and prioritizes programs and projects that will best achieve the organization’s strategic goals.
Portfolio management
Provides a strategic framework to use and guide portfolio, program, and project management to deliver organizaiton strategy.
Organizational Project Management (OPM)
Categories: Project Management