BICSI RTPM COMPREHENSIVE EXAM QUESTIONS AND
ANSWERS GRADED A+
✔✔Completing a SoW Includes - ✔✔Basic Planning
Outlining the SoW Process
Organizing the Project Team
Writing and Reviewing
✔✔Basic Planning of the SoW - ✔✔Answer the "why" and "what"
✔✔Outlining the SoW - ✔✔Outline the entire SoW; Develop outline to:
*Allow full attention to technical
*Aid achieving continuity
*Help guard against ommission
*Eliminate Redundant materials and work
✔✔What is the PM's main objective in developing a SoW - ✔✔Developing a SoW that
is:
Logical and Readable
Emphasizes most important elements
Conveys exactly what is required
✔✔If the SoW does not provide enough detail the PM should - ✔✔Submit an RFI
✔✔Are periodic progress reports considered deliverables? - ✔✔NO
✔✔SoW should specify - ✔✔The number of copies of reports and the person they
should be delivered
Any physical arrangements necessary to ensure the owner's capability to examine end
product
✔✔Developing a Safety Plan - ✔✔Each contractor should have an occupational safety
plan.
✔✔On a project where the PM is issuing only design documents safety can be -
✔✔Excluded
✔✔The purpose of Risk Management - ✔✔Determine potential risks
Identify characteristics that may have an impact
✔✔Risk - ✔✔Events or circumstance that affect plan/ scope of the project
✔✔Liability - ✔✔Events or circumstances that affect the succes of the project
,✔✔Risks can become liabilities if - ✔✔They are not effectively managed
✔✔Components of Risk Planning - ✔✔Probability and Impact
✔✔Risk Assessment - ✔✔Process of identifying and classifying risks to mitigate
✔✔How do you assess a risk - ✔✔Analysis: Probability/ Impact
Identify: What, when, how can go wrong
Mitigation :Tolerance/ Contingeny
✔✔Systematically identify risks by - ✔✔Lessons Learned
Previous data
Brainstorming / SWOT chart
Cause and Effect Diagram
✔✔Risk Identification Process - ✔✔Should be done with as many key individuals as
possible
✔✔Risk information is derived from - ✔✔Analysis of high level deliverables
Analysis of WBS and Network Diagram
Analysis of Change Request
Project Team Input
Stakeholders Input
✔✔Risk Triggers - ✔✔Events that warn of occurance of risks
These are determined during risk identification
✔✔Risk Analysis Methods - ✔✔Qualitative and Quantitative
✔✔Qualitative Risk Analysis - ✔✔Qualifies the expected impact of cost, time, quality
(Hi, Mid, Low)
✔✔Quantitative Risk Analysis - ✔✔measuring the probability and consequences of risks
as well as estimating their implications for the project objectives. Rank and multiply
✔✔Risk Severity Grid - ✔✔Captures Quantitative analysis, (time, cost, quality, risk
proximity)
✔✔Risk Planning Mitigation Techniques - ✔✔Avoidance
Sharing
Transference
Moderation
Acceptance
, ✔✔Stakeholder MGMT - ✔✔Each Stakeholder must be analyzed: how they affect/
affected by the project.
Stakeholders are given a rank based on their authority/ interest level
✔✔Developing an Organizational Breakdown Structure (OBS) - ✔✔Identify people and
organizations needed to complete the project
Shows responsibility for other team members, let's everyone know their role and
includes phone#, email, clients team
✔✔Work Breakdown Structure - ✔✔Must cover projects end product and:
Planning the project
Implementing the project
Closing out the project
Diagrammed as tree or outline structure
(Should be very specific)
✔✔Developing a schedule using PERT - ✔✔Network diagrams to identify predecessor
and successor relationships
✔✔What are the dependencies of PERT - ✔✔Finish - Start
Finish - Finish
Start - Finish
Start - Start
✔✔Analogus Estimates - ✔✔Based on similar work done in the past
✔✔Parametric Estimates - ✔✔dollar/ foot
✔✔Engineering Estimates - ✔✔Developed by client
✔✔Subcontractor Estimates - ✔✔Special tools and skills
✔✔Definitive Estimates - ✔✔Based on Materials and Labor
✔✔Bottom-Up Estimates - ✔✔Uses WBS Tasks
✔✔Pert Estimates - ✔✔(Optimistic + (Most Likely*4) + Pessimestic)/6
✔✔Four Versions of the Schedule Using the PERT Formula - ✔✔Optimistic View
Most Likely View
Pessimistic View
PERT View
✔✔Planned Value (PV) - ✔✔The authorized budget assigned to scheduled work.
ANSWERS GRADED A+
✔✔Completing a SoW Includes - ✔✔Basic Planning
Outlining the SoW Process
Organizing the Project Team
Writing and Reviewing
✔✔Basic Planning of the SoW - ✔✔Answer the "why" and "what"
✔✔Outlining the SoW - ✔✔Outline the entire SoW; Develop outline to:
*Allow full attention to technical
*Aid achieving continuity
*Help guard against ommission
*Eliminate Redundant materials and work
✔✔What is the PM's main objective in developing a SoW - ✔✔Developing a SoW that
is:
Logical and Readable
Emphasizes most important elements
Conveys exactly what is required
✔✔If the SoW does not provide enough detail the PM should - ✔✔Submit an RFI
✔✔Are periodic progress reports considered deliverables? - ✔✔NO
✔✔SoW should specify - ✔✔The number of copies of reports and the person they
should be delivered
Any physical arrangements necessary to ensure the owner's capability to examine end
product
✔✔Developing a Safety Plan - ✔✔Each contractor should have an occupational safety
plan.
✔✔On a project where the PM is issuing only design documents safety can be -
✔✔Excluded
✔✔The purpose of Risk Management - ✔✔Determine potential risks
Identify characteristics that may have an impact
✔✔Risk - ✔✔Events or circumstance that affect plan/ scope of the project
✔✔Liability - ✔✔Events or circumstances that affect the succes of the project
,✔✔Risks can become liabilities if - ✔✔They are not effectively managed
✔✔Components of Risk Planning - ✔✔Probability and Impact
✔✔Risk Assessment - ✔✔Process of identifying and classifying risks to mitigate
✔✔How do you assess a risk - ✔✔Analysis: Probability/ Impact
Identify: What, when, how can go wrong
Mitigation :Tolerance/ Contingeny
✔✔Systematically identify risks by - ✔✔Lessons Learned
Previous data
Brainstorming / SWOT chart
Cause and Effect Diagram
✔✔Risk Identification Process - ✔✔Should be done with as many key individuals as
possible
✔✔Risk information is derived from - ✔✔Analysis of high level deliverables
Analysis of WBS and Network Diagram
Analysis of Change Request
Project Team Input
Stakeholders Input
✔✔Risk Triggers - ✔✔Events that warn of occurance of risks
These are determined during risk identification
✔✔Risk Analysis Methods - ✔✔Qualitative and Quantitative
✔✔Qualitative Risk Analysis - ✔✔Qualifies the expected impact of cost, time, quality
(Hi, Mid, Low)
✔✔Quantitative Risk Analysis - ✔✔measuring the probability and consequences of risks
as well as estimating their implications for the project objectives. Rank and multiply
✔✔Risk Severity Grid - ✔✔Captures Quantitative analysis, (time, cost, quality, risk
proximity)
✔✔Risk Planning Mitigation Techniques - ✔✔Avoidance
Sharing
Transference
Moderation
Acceptance
, ✔✔Stakeholder MGMT - ✔✔Each Stakeholder must be analyzed: how they affect/
affected by the project.
Stakeholders are given a rank based on their authority/ interest level
✔✔Developing an Organizational Breakdown Structure (OBS) - ✔✔Identify people and
organizations needed to complete the project
Shows responsibility for other team members, let's everyone know their role and
includes phone#, email, clients team
✔✔Work Breakdown Structure - ✔✔Must cover projects end product and:
Planning the project
Implementing the project
Closing out the project
Diagrammed as tree or outline structure
(Should be very specific)
✔✔Developing a schedule using PERT - ✔✔Network diagrams to identify predecessor
and successor relationships
✔✔What are the dependencies of PERT - ✔✔Finish - Start
Finish - Finish
Start - Finish
Start - Start
✔✔Analogus Estimates - ✔✔Based on similar work done in the past
✔✔Parametric Estimates - ✔✔dollar/ foot
✔✔Engineering Estimates - ✔✔Developed by client
✔✔Subcontractor Estimates - ✔✔Special tools and skills
✔✔Definitive Estimates - ✔✔Based on Materials and Labor
✔✔Bottom-Up Estimates - ✔✔Uses WBS Tasks
✔✔Pert Estimates - ✔✔(Optimistic + (Most Likely*4) + Pessimestic)/6
✔✔Four Versions of the Schedule Using the PERT Formula - ✔✔Optimistic View
Most Likely View
Pessimistic View
PERT View
✔✔Planned Value (PV) - ✔✔The authorized budget assigned to scheduled work.
