PMP Certification Questions

The processes in the controlling group are Verify Scope, Control Scope, Control Schedule, Control Costs, Perform Quality Control, Report Performance, Monitor and Control Risks, and Administer Procurements.

A program is a group of related projects managed in a coordinated way to obtain benefits and  control  not available from managing them individually. Programs may include elements of related work outside of the scope of the discrete projects in the program.

For example:

A New car model program can be broken up into projects  for the design and upgrades of each major component (transmission, engine, interior, exterior) while the ongoing manufacturing occurs on the assembly line

The Project Risk Management Processes include the following:

Risk Management Planning - Deciding how to approach , plan, and execute the risk management activities for a project

Risk Identification - Determining which risks might affect the project and documenting their characteristics.

Qualitative Risk Analysis - Prioritizing risks for subsequent further analysis or action by assessing and combining their probability of occurrence and impact

Quantitative Risk Analysis - Numerically analyzing the effect on overall project objectives of identified risks

Risk Response Planning - Developing options and actions to enhance opportunities , and to reduce threats to project objectives.

Risk Monitoring and Control - Tracking identified risks, monitoring residual risks, identifying new risks, executing risk response plans, and evaluating their effectiveness throughout the project life cycle.

I. Inputs

• Procurement management plan


• Contract statement of work


• Make-or-buy decisions


• Project management plan

                 - Risk register

                 - Risk related contractual agreements

                 - Resource requirements

                 - Project schedule

                 - Activity cost estimate

                 - Cost baseline

II. Tools and Techniques

• Standard forms


• Expert judgment

III. Outputs

• Procurement documents


• Evaluation criteria


• Contract statement of work (updates)

A deliverable is a measurable, verifiable work product such as a specification, feasibility study report, detailed design document, or working prototype.

I. Inputs

• Enterprise environmental factors


• Organizational process assets


• Project scope statement


• Work breakdown structure


• WBS dictionary


• Project management plan

II. Tools and Techniques

• Decomposition


• Templates


• Rolling wave planning


• Expert judgment


• Planning component

III. Outputs

• Activity list


• Activity attributes


• Milestone list


• Requested changes

Project authorization should not be exclusively based upon the impact of an executive's bonus (many people would agree that it should not ever be based upon an executive's bonus). Answer A, B, and D are common events that predicate the need for project authorization and can evolve into large scope projects.