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PMBOK® GUIDE SIXTH EDITION Questions & Answers The Environment in Which Project Operate
Table of Contents
PMBOK® GUIDE SIXTH EDITION
Questions & Answers
The Environment in Which Project Operate
Questions:
1. Which of the following best describe management elements?
A. Management elements are the components that comprise the key functions or principles of general management in the organization.
B. Management elements are the project management principles that guide how projects are executed in the organization.
C. Management elements are established by PMOs to guide project implementation.
D. Management elements are influenced by the governance framework, established for effective implementation of projects.
2.Governance is the framework within which authority is exercised in organizations. This framework includes all of the following components EXCEPT:
A. Rules.
B. Policies.
C. Techniques.
D. Relationships .
3. The interaction of the various system components creates the organizational culture and capabilities that are important for projects. Which role is typically responsible for establishing the system?
A. Organization’s management.
B. Project sponsor.
C. Project manager.
D. Project team.
4. Projects operate within the constraints imposed by the organization through their structure and governance framework. The system factors include all of the following EXCEPT :
A. Management elements.
B. Governance framework.
C. Organizational structure types.
D. Project management processes .
5.The organization’s processes and procedures for conducting project work during Executing, Monitoring, and Controlling include all of the following EXCEPT:
A. Change control procedure.
B. Issue and defect management procedures.
C. Resource availability control and assignment management.
D. Project closing guidelines.
6.The organization’s processes and procedures for conducting pro ject work during project initiation and planning include all of the following EXCEPT :
A. Preapproved supplier list.
B. Traceability matrices.
C. Tailoring guidelines for project management processes and procedures.
D. Product and project life cycles, and methods and procedures.
7. Organizational process assets (OPAs) influence the management of projects. Which one of the following best describes the important categories of OPAs?
A. Organizational knowledge bases and processes
B. Processes, policies, procedures, tools, and techniques.
C. Organizational knowledge bases, processes, policies, and procedures.
D. Organizational knowledge bases, tools, and techniques.
8. All of the following are external environmental factors EXCEPT :
A. Legal restrictions.
B. Organizational values and principles.
C. Competitive movements.
D. Economic conditions .
9.All of the following are potential information in organizational knowledge repositories EXCEPT :
A. Metrics used to collect and make available measurement data on processes and products.
B. Configuration management.
C. Tacit knowledge of previous projects such as project performance data and lessons learned.
D. Issue and defect management data.
10.A primary function of a project management office (PMO) is to support project managers in a variety of ways, which may include all of the following EXCEPT:
A. Intervening in project execution directly and without involving the project manager.
B. Managing shared resources across all projects administered by the PMO.
C. Identifying and developing project management methodology, best practices, and standards.
D. Coaching, mentoring, training, and oversight .
11.The types of project management office (PMO) structures in organizations include all of the following EXCEPT :
A. Supportive PMOs that provide a consultative role to projects by supplying templates, best practices, training, access to information, and lessons learned from other projects.
B. Controlling PMOs that provide support and require compliance through various means.
C. Harmonizing PMOs that strive to reduce conflict and improve harmony among project team members.
D. Directive PMOs that take control of the projects by directly managing the projects.
12. Enterprise environmental factors refer to both internal and external environmental factors that surround or influence a project’s success. All of the following are true about these factors EXCEPT :
A. Enterprise environmental factors include organizational culture, structure, and processes.
B. Enterprise environmental factors include government or industry standards, such as regulatory agency regulations, codes of conduct, product standards, quality standards, and workmanship standards.
C. Enterprise environmental factors include information technology software (e.g., an automated tool, such as a scheduling software tool, a configuration management system, an information collection and distribution system, or web interfaces to other online automated systems).
D. Enterprise environmental factors exclude personnel administration functions (e.g., staffing and retention guidelines, employee performance reviews and training records, and time tracking) because these are considered to be functions of the human resources department .
Answers:
1. Answer: A.
PMBOK® Guide, pages 44 – 45, Section 2. 4. 3
Management elements are the components that comprise the key functions or principles of general management in the organization. The general management elements are allocated within the organization according to its governance framework and the organizational structure type selected.
2. Answer: C .
PMBOK® Guide, page 43, Section 2. 4. 2. 1
Governance Framework in Project Management
3. Answer: A .
PMBOK®Guide, page 42, Section 2. 4. 1
Systems are typically the responsibility of an organization’s management. The organization’s management examines the optimizational trade-offs between the components and the system in order to take the appropriate action to achieve the best outcomes for the organization. The results of this examination will impact the project under consideration.
The following EEFs are external to the organization:
- Marketplace conditions. Examples include competitors, market share brand recognition, and trademarks.
- Social and cultural influences and issues. Examples include political climate, codes of conduct ethics, and perceptions.
- Legal restrictions. Examples include country or local laws and regulations related to security, data protection, business conduct, employment, and procurement.
- Commercial databases. Examples include benchmarking results, standardized cost estimating data, industry risk study information, and risk databases.
- Academic research. Examples include industry studies, publications, and benchmarking results.
- Government or industry standards. Examples include regulatory agency regulations and standards related to products, production, environment, quality, and workmanship.
- Financial considerations. Examples include currency exchange rates, interest rates, inflation rates, tariffs, and geographic location.
- Physical environmental elements. Examples include working conditions, weather, and constraints.
- An organization’s value and principle, while not explicitly stated, are related to organizational culture and thus are internal to an organization
4. Answer: D .
PMBOK®Guide, page 42, Section 2. 4. 1
Projects operate within the constraints imposed by the organization through their structure and governance framework. To operate effectively and efficiently, the project manager needs to understand where responsibility, accountability, and authority reside within the organization. This understanding will help the project manager effectively use his or her power, influence, competence, leadership, and political capabilities to successfully complete the project.
The interaction of multiple factors within an individual organization creates a unique system that impacts the project operating in that system. The resulting organizational system determines the power, influence, interests, competence, and political capabilities of the people who are able to act within the system. The system factors include, but are not limited to:
- Management elements,
- Governance frameworks, and
- Organizational structure types.
Project managers should consider tailoring the project management processes based on these
system factors.
5. Answer: C .
PMBOK®Guide, pages 40 – 41, Section 2. 3. 1
6. Answer: B .
PMBOK®Guide, page 40, Section 2. 3. 1
The organization’s processes and procedures for conducting project work for Initiating and Planning
7. Answer: C .
PMBOK®Guide, page 39, Section 2. 3
Organizational process assets (OPAs) are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. They may be grouped into two categories:
- Processes, policies, and procedures; and
- Organizational knowledge bases.
8. Answer: B .
PMBOK®Guide, page 39, Section 2. 2. 2
Enterprise Environmental Factors
9. Answer: C .
PMBOK®Guide, page 41, Section 2. 3. 2
Potential information in organizational knowledge repositories
10. Answer: A .
PMBOK® Guide, page 49, Section 2. 4. 4. 3
11. Answer: C.
PMBOK® Guide, pages 48 – 49, Section 2. 4. 4. 3
There are several types of PMO structures in organizations, each varying in the degree of control and influence they have on projects within the organization, such as the following:
- Supportive. Supportive PMOs provide a consultative role to projects by supplying templates, best practices, training, access to information, and lessons learned from other projects. This type of PMO serves as a project repository. The degree of control provided by the PMO is low.
- Controlling. Controlling PMOs provide support and require compliance through various means.
Compliance may involve adopting project management frameworks or methodologies; using specific templates, forms, and tools; or conformance to governance. The degree of control provided by the PMO is moderate. - Directive. Directive PMOs take control of the projects by directly managing the projects. The degree of control provided by the PMO is high.
12. Answer: D .
PMBOK®Guide, page 38, Section 2. 2. 1
PMBOK® GUIDE SIXTH EDITION Project Management Office
PMBOK® GUIDE SIXTH EDITION
Project Management Office
A primary function of a PMO is to support project managers in a variety of ways, which may include, but are not limited to:
- Managing shared resources across all projects administered by the PMO;
- Identifying and developing project management methodologies, best practices, and standards;
- Coaching, mentoring, training, and oversight;
- Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits;
- Developing and managing project policies, procedures, templates, and other shared documentation (organizational process assets); and
- Coordinating communication across projects.
PMOs do not generally intervene in a project’s direction, especially without communicating with the
project manager
PMBOK® GUIDE SIXTH EDITION Potential information in organizational knowledge repositories
PMBOK® GUIDE SIXTH EDITION
Potential information in organizational knowledge repositories
Tacit knowledge is personal and difficult to express, and is generally not found in organizational knowledge repositories. One of the important purposes of knowledge management is to transform tacit knowledge into explicit knowledge, which can then be stored in repositories.
The organizational knowledge repositories for storing and retrieving information include, but are not limited to:
- Configuration management knowledge repositories containing the versions of software and hardware components and baselines of all performing organization standards, policies, procedures, and any project documents;
- Financial data repositories containing information such as labor hours, incurred costs, budgets, and any project cost overruns;
- Historical information and lessons learned knowledge repositories (e.g., project records and documents, all project closure information and documentation, information regarding both the results of previous project selection decisions and previous project performance information, and information from risk management activities);
- Issue and defect management data repositories containing issue and defect status, control information, issue and defect resolution, and action item results;
- Data repositories for metrics used to collect and make available measurement data on processes and products; and Project files from previous projects (e.g., scope, cost, schedule, and performance measurement baselines, project calendars, project schedule network diagrams, risk registers, risk reports, and stakeholder registers).
PMBOK® GUIDE SIXTH EDITION Enterprise Environmental Factors
PMBOK® GUIDE SIXTH EDITION
Enterprise Environmental Factors
Enterprise environmental factors (EEFs) refer to conditions, not under the control of the project team, that influence, constrain, or direct the project. Enterprise environmental factors are considered inputs to most planning processes, may enhance or constrain project management options, and may have a positive or negative influence on the outcome. EEFs vary widely in type or nature.
These factors need to be considered if the project is to be effective. EEFs include, but are not limited to, the factors below.
The following EEFs are internal to the organization:
- Organizational culture, structure, and governance. Examples include vision, mission, values, beliefs, cultural norms, leadership styles, hierarchy and authority relationships, organizational styles, ethics, and codes of conduct.
- Geographic distribution of facilities and resources. Examples include factory locations, virtual teams, shared systems, and cloud computing.
- Infrastructure. Examples include existing facilities, equipment, organizational telecommunications channels, information technology hardware, availability, and capacity.
- Information technology software. Examples include scheduling software tools, configuration management systems, web interfaces to other online automated systems, and work authorization systems.
- Resource availability. Examples include contracting and purchasing constraints, approved providers and subcontractors, and collaboration agreements.
- Employee capability. Examples include existing human resources expertise, skills, competencies, and specialized knowledge.
PMBOK® GUIDE SIXTH EDITION The organization’s processes and procedures for conducting project work for Initiating and Planning
PMBOK® GUIDE SIXTH EDITION
The organization’s processes and procedures for conducting project work for Initiating and Planning
The organization’s processes and procedures for conducting project work for Initiating and Planning include, but are not limited, to:
- Guidelines and criteria for tailoring the organization’s set of standard processes and procedures to satisfy the specific needs of the project;
- Specific organizational standards such as policies (e.g., human resources policies, health and safety policies, security and confidentiality policies, quality policies, procurement policies, and environmental policies);
- Product and project life cycles, and methods and procedures (e.g., project management methods, estimation metrics, process audits, improvement targets, checklists, and standardized process definitions for use in the organization);
- Templates (e.g., project management plans, project documents, project registers, report formats, contract templates, risk categories, risk statement templates, probability and impact definitions, probability and impact matrices, and stakeholder register templates); and
- Preapproved supplier lists and various types of contractual agreements (e.g., fixed-price, costreimbursable, and time and material contracts).
- Traceability matrices are important considerations during the project execution
PMBOK® GUIDE SIXTH EDITION The organization’s processes and procedures for conducting project work for Executing, Monitoring and Controlling
PMBOK® GUIDE SIXTH EDITION
The organization’s processes and procedures for conducting project work for Executing, Monitoring and Controlling
The organization’s processes and procedures for conducting project work for Executing and Monitoring and Controlling include, but are not limited, to:
- Change control procedures, including the steps by which performing organization standards, policies, plans, and procedures or any project documents will be modified, and how any changes will be approved and validated;
- Traceability matrices;
- Financial controls procedures (e.g., time reporting, required expenditure and disbursement reviews, accounting codes, and standard contract provisions);
- Issue and defect management procedures (e.g., defining issue and defect controls, identifying and resolving issues and defects, and tracking action items);
- Resource availability control and assignment management;
- Organizational communication requirements (e.g., specific communication technology available, authorized communication media, record retention policies, videoconferencing, collaborative tools, and security requirements);
- Procedures for prioritizing, approving, and issuing work authorizations;
- Templates (e.g., risk register, issue log, and change log)
- Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement criteria;
- Product, service, or result verification and validation procedures.
- Project closing guidelines are included in OPAs for the Closing Process Group.
PMBOK® GUIDE SIXTH EDITION Governance Framework in Project Management
PMBOK® GUIDE SIXTH EDITION
Governance Framework in Project Management
Governance is the framework within which authority is exercised in organizations. This framework includes, but is not limited to:
- Rules,
- Policies,
- Procedures,
- Norms,
- Relationships,
- Systems, and
- Processes.
This framework influences how:
- Objectives of the organization are set and achieved,
- Risk is monitored and assessed, and
- Performance is optimized.
Specific techniques are low-level details not usually specified by governance.
The Best Questions & Answers For The PMBOK GUIDE SIXTH 6 EDITION
The Best Questions & Answers For The PMBOK GUIDE SIXTH 6 EDITION
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Table of Content
- Section 1: Introduction
- Section 2: The Environment in Which Projects Operate
- Section 3: The Role of the Project Manager
- Section 4: Project Integration Management
- Section 5: Project Scope Management
- Section 6: Project Schedule Management
- Section 7: Project Cost Management
- Section 8: Project Quality Management
- Section 9: Project Resource Management
- Section 10: Project Communications Management
- Section 11: Project Risk Management
- Section 12: Project Procurement Management
- Section 13: Project Stakeholder Management
- Appendix X3 Agile, Iterative, Adaptive, and Hybrid Project Environments
- Appendix X4 Summary of Key Concepts for Knowledge Areas
- Appendix X5 Summary of Tailoring Considerations for Knowledge Areas
PMBOK® GUIDE SIXTH EDITION Questions & Answers Introduction
PMBOK® GUIDE SIXTH EDITION Questions Introduction
Questions:
1.Project tailoring is an important consideration for most projects. Which of the following is the least likely project consideration?
A. Project manager’s skills and competency.
B. Each project is unique.
C. Addressing competing constraints.
D. Level of project governance varies.
2.A significant amount of data is collected and analyzed throughout the project. All of the following are examples of project data and information EXCEPT:
A. Work performance data.
B. Work performance analysis.
C. Work performance information.
D. Work performance reports.
3.The key elements of the benefits management plan are all of the following EXCEPT:
A. Work Breakdown Structure.
B. Benefits owner.
C. Assumptions.
D. Strategic alignment .
4. The project business case is all of the following EXCEPT :
A. Documented economic feasibility study used to establish the validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities.
B. A document that lists the objectives and reasons for project initiation.
C. A document that serves as an important input to the project initiation and is seldom used after the project is approved.
D. An important document that may result in a go/no- go decision for the project.
5.For a project to be successful, the project should generally achieve all of the following EXCEPT:
A. Achieving stakeholder satisfaction.
B. Striving to obtain acceptable customer/end-user adoption.
C. Appling knowledge, skills, and processes within the Project Management Process Groups uniformly to meet the project objectives.
D. Fulfilling other agreed-upon success measures or criteria.
6.The linkages between project management processes are best described by the following
A. The work breakdown structure links processes.
B. Processes are linked by their planned objectives- the summary objective of one often becomes the detailed action plan for another within the project, subproject, or project phase.
C. Processes are linked by the outputs that arc produced—the output of one process generally becomes an input to another process or is a deliverable of the project, subproject, or project phase.
D. There are no significant links between discrete processes.
7. Project Management Processes
A. May be overlapping activities that occur throughout the project.
B. May be overlapping activities that generally occur at the same level of intensity within each phase of the project.
B. Are generally discrete, one-time events.
C. Are discrete, repetitive events that occur generally at the same level of intensity throughout each phase of the project.
8. The five Project Management Process Groups are
A. Planning, Checking, Directing, Monitoring, and Recording.
B. Initiating, Planning, Executing, Monitoring and Controlling, and Closing.
C. Planning, Executing, Directing, Closing, and Commissioning.
D. Initiating, Executing, Monitoring, Evaluating, and Closing
9.You are managing a project in which you intend to respond to high levels of change and ongoing stakeholder involvement. The most suitable project life cycle for your project is the :
A. Predictive life cycle.
B. Adaptive life cycle.
C. Waterfall life cycle.
D. Configuration management life cycle.
10.All of the following statements about the project life cycle and the product life cycle are true EXCEPT:
A. In the project predictive life cycle, the project scope and the time and cost required to deliver that scope are determined as early in the project life cycle as practically possible.
B. In the project iterative and incremental life cycles, project phases intentionally repeat one or more project activities as the project team’s understanding of the product increases.
C. The product life cycle is the series of phases that represent the evolution of a product, from concept through delivery, growth, maturity, and to retirement
D. The product life cycle is contained within the predictive project life cycle.
11.All of the following are true about project phases and the project life cycle EXCEPT:
A. Stakeholder influences, risk, and uncertainty are greatest at the start of the project. These factors decrease over the life of the project.
B. The ability to influence the final characteristics of the project’s product, without significantly impacting cost, is highest at the start of the project and decreases as the project progresses toward completion.
C. The cost of changes and correcting errors typically increases substantially as the project approaches completion.
D. Cost and staffing levels are generally steady throughout the project life cycle .
12.The collection of generally sequential and sometimes overlapping project phases, whose name and number are determined by the management and control needs of the organization or organizations involved in the project, is
known as the :
A. Project waterfall.
B. Project life cycle.
C. Project life stages.
D. Project Management Process Groups .
13. The PMBOK® Guide is the standard for:
A. Managing all projects all of the time,
B. Managing all projects most of the time.
C. Managing most projects most of the time.
D. Managing some projects some of the time.
14. Your job responsibility is to align components (projects, programs, or related operations) to the organizational strategy, organized into portfolios orsubsidiary portfolios to optimize project or program objectives, dependencies,costs, timelines, benefits, resources, and risks. This is known as:
A. Components management.
B. Process management.
C. Program management.
D. Portfolio management.
15. All of the following are true about projects and operations EXCEPT :
A. Operations are ongoing endeavors that produce repetitive outputs, with resources assigned to do basically the same set of tasks according to the standards institutionalized in a product life cycle, whereas projects are temporary endeavors.
B. Projects require project management activities and skill sets, whereas operations require business process management, operations management activities, and skill sets.
C. Projects can intersect with operations at various points during the product life cycle. At each point, deliverables and knowledge are transferred between the project and operations for implementation of the delivered work.
D. Because of their temporary nature, projects cannot help achieve an organization’s long-term goals. Therefore, strategic activities in the organization can be generally addressed within the organization’s normal operations.
16. A program is a :
A. Group of related tasks lasting one year or less.
B. Group of related projects, subsidiary programs, and program activities managed in a coordinated manner.
C. Large projects with significant cost and resource requirements.
D. Sequence of activities constituting a major project.
17.All of the following are questions that the key stakeholders and project managers should answer to develop the project success measures EXCEPT :
A. What does success look like for the project?
B. How will success be measured?
C. What are the communication requirements?
D. What factors may impact success?
18. Portfolio management refers to:
A. Managing various contents of the project file.
B. Managing the levels of the levels of financial authority to facilitate
C. project decision making
D. The centralized management of one or more portfolios to achieve strategic objectives.
E. Applying resource leveling heuristics across all the organization’s strategic objectives.
19. Project management is :
A. The integration of the critical path method and the Earned Value Management system.
B. The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
C. The application of knowledge, skills, wisdom, science, and art to organizational activities to achieve operational excellence.
D. A subset of most engineering and other technical disciplines.
20. A project is:
A. A set of sequential activities performed in a process or system.
B. A revenue-generating activity that needs to be accomplished while achieving customer satisfaction.
C. An ongoing endeavor undertaken to meet customer or market requirements.
D. A temporary endeavor undertaken to create a unique product, service, or result.
Answers:
1. Answer: A.
PMBOK®Guide, page 28, Section 1.2.5
Why Project Tailoring is important?
2. Answer: B.
PMBOK®Guide, page 26, Section 1.2.4.7
What is project data and information?
3. Answer: C.
PMBOK® Guide, pages 30-32, Section 1.2.6.1
The key elements of the benefits management plan
4. Answer: C.
PMBOK® Guide, pages 33, Section 1.2.6.2
A project Business case Definition
5. Answer: C .
PMBOK® Guide, pages 34-35, Section 1.2.6.4
What a project should achieve to be successful
6. Answer: C.
PMBOK®Guide, page 28, Section 1.2.4.5
The project management processes are linked by specific inputs and outputs where the result or outcomeof one process may become the input to anotherprocess that is not necessarily in the same Process Group.
7. Answer: A.
PMBOK® Guide, page 22, Section 1.2.4.4
Project management processes may contain overlapping activities that occur throughout the project.
8. Answer: B.
PMBOK® Guide, pages 23, Section 1.2.4.5
Project management processes are grouped into five. Categories known as Project Management
Process groups (or Process Groups):
- Initiating Process Group. Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.
- Planning Process Group. Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve.
- Executing Process Group. Those processes performed to complete the work defined in the project management plan to satisfy the project specifications.
- Monitoring and Controlling Process Group.
- Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.
- Closing Process Group. Those processes performed to finalize all activities across all Process Groups to formally close the project or phase.
9. Answer: B.
PMBOK®Guide, pages 19, Section 1.2.4.1
Project life cycles can be predictive or adaptive. Within a project life cycle, there are generally one or more phases that are associated with the development of the product, service, or result. These are called a development life cycle. Development life cycles can be predictive, iterative, incremental, adaptive, or a hybrid model.
The explanation here is only provided for predictive, iterative, and adaptive life cycles. Refer to Section 1.2.4.1 for the other development life cycles.
In a predictive life cycle, the project scope, time, and cost are determined in the early phases of the life cycle. Any changes to the scope are carefully managed. Predictive life cycles may also be referred to as waterfall life cycles.
- In an iterative life cycle, the project scope is generally determined early in the project life cycle, but time and cost estimates are routinely modified as the project team’s understanding of the product increases. Iterations develop the product through
- a series of repeated cycles, while increments successively add to the functionality of the product.
- Adaptive life cycles are agile, iterative, or incremental. The detailed scope is defined and approved before the start of an iteration. Adaptive life cycles are also referred to as agile or change- driven life cycles. Also see Appendix X3 .
10. Answer: D.
PMBOK® Guide, pages 19-21, Sections 1.2.4.1 and 1.2.4.2
Predictive life cycles, Iterative and Incremental life cycles
11. Answer: D.
PMBOK® Guide, page 19, Section 1.2.4.1
Characteristics of the project Life Cycle
12. Answer: B.
PMBOK® Guide, page 19, Section 1.2.4.1
Project Life Cycle
A project life cycle is the series of phases that a project passes through from its start to its completion. It provides the basic framework for managing the project. This basic- framework applies regardless of the specific project work involved. The phases may be sequential, iterative, or overlapping.
13. Answer: C.
PMBOK® Guide, page 2, Section 1.1.1
Project Management Body of Knowledge
The standard (PMBOK® Guide) identifies the processes that are considered good practices on most projects, most of the time. The standard also identifies the inputs and outputs that are usually associated with those processes.
14. Answer: D.
PMBOK® Guide, page 15, Section 1.2.3.3
Portfolio management aligns components (projects, programs, or operations) to the organizational strategy, organized into portfolios or subsidiary portfolios to optimize project or program objectives, dependencies, costs, timelines, benefits, resources, and risks.
This allows organizations to have an overall view of how the strategic goals are reflected in the portfolio, institute appropriate governance management, and authorize human, financial, or material resources to be allocated based on
expected performance and benefits.
15. Answer: D.
PMBOK® Guide, page 11-13, Section 1.2.3-1
16. Answer: B.
PMBOK® Guide, page 11, Section 1.2.3-1
17. Answer: C.
PMBOK® Guide, page 34, Section 1.2.6.4
Arguably, all responses are suitable during project planning. However, the three most important
questions for defining project success are:
- What does success look like for the project?
- How will success be measured?
- What factors may impact success?
The answer on communication requirements is an important consideration, but it occurs at a more detailed planning level for creating a project communications plan, which leads to project success.
18. Answer: C.
PMBOKK Guide.page 15, Section 1.2.3-3
Portfolio Management
Portfolio management refers to the centralized management of one or more portfolios to achieve strategic objectives. Portfolio management focuses on ensuring that projects and programs are reviewed in prioritize resource allocation and that the management of the portfolio is consistent with and aligned to organizational strategies.
19. Answer: B,
PMBOK® Guide.page 10, Section 1.2.2
What is project management?
Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements .
At each point, deliverables and knowledge are transferred between the project and operations for implementation of the delivered work. This implementation occurs through a transfer of project resources to operations toward the end of the project, or through a transfer of operational resources to the project at the start.
Operations are ongoing endeavors that produce repetitive outputs, with resources assigned to do basically the same set of tasks according to the standards institutionalized in a product life cycle.
Unlike the ongoing nature of operations, projects are temporary endeavors .
20.Answer: D.
PMBOK® Guide, page 4, Section 1.2.1
What is a project?
A project is a temporary endeavor undertaken to create a unique product, service, or result.