PMI PMP Certification Exam Sample Questions and answers.

Process A package of inputs, tools, and outputs used together to perform something valuable and necessary for a project. How many unique PMI processes are there? There are 49 unique PMI processes covered on the PMP exam. Previous Play Next Rewind 10 seconds Move forward 10 seconds Unmute 0:00 / 0:15 Full screen Brainpower Read More Project A time-limited undertaking to deliver a unique product, service, or outcome. - "Time-limited" means that this is temporary and will not go on indefinitely - "Unique" means this has never been done by the PERFORMING ORGANIZATION. Program A group of related projects, managed together, usually to realize some common efficiencies. Programs often include ongoing operations, which individual projects do not have. Portfolio A group of programs and projects intended to achieve a business result. A portfolio usually refers to all of the programs and projects (investments) in an organization. What are the six project phases? Six project phases (in order of performance, see page 26 in the textbook): 1) Conceptual 2) Planning 3) Construction 4) Testing 5) Implementation 6) Closure Project Life Cycle The phases that a project typically goes through. The phases are general, but they show the expected flow of activities on a project (see page 26 of textbook). Kill Point/Exit Gate A review that takes place at the end of a project phase. Projects go through phase-end reviews to determine: 1) If the project should continue, and 2) If it should progress to the next phase. Progressive Elaboration A popular concept in project management that project details will often be revisited and refined. It indicates that: - Everything is not known up front, and - that processes, assumptions, requirements, and decisions are reviewed and adjusted throughout the life of the project. Project Management The use of knowledge, skills, and resources to accomplish the requirements of the project. Historical Information Organizational process assets - in particular, records that have been kept on prior projects. Benchmark current projects, resource usage, lessons learned, useful in planning activities, prevent repeated mistakes. Baseline The original plan plus all approved changes. The current plan by which project performance is measured, in terms of scope, schedule, and cost. Lessons Learned What you would have done differently to avoid variances between what was planned to happen and what actually happened in a project or phase. An organizational process asset useful in planning current and future projects or phases. System The rules, processes, procedures, people, and other elements that support an outcome or process. Several are defined in project management, including the Project Management Information System, the Change Control System, and the Work Authorization System. Project Manager The person ultimately responsible for the outcome of the project. They are: - Formally empowered to use organizational resources - in control of the project - authorized to spend the project's budget - authorized to make decisions for the project. Typically found in a matrix or projectized organization. Project Coordinator In some organizations, project managers do not exist, and use this role instead. Significantly weaker than a project manager. This person may not be allowed to make budget decisions or overall project decisions, but they have some authority to reassign resources. Usually found in weak matrix or functional organizations. Project Expeditor The weakest of the three project management roles, a staff assistant who has little or no formal authority. Primary responsibility lies in making sure things arrive on time/tasks are completed on time. Usually found in a functional organization. Senior Management Anyone more senior than the project manager. Their role in the project is to help prioritize projects and make sure the project manager has the proper authority and access to resources. May be called upon to resolve conflicts within the organization. Functional Manager The departmental manager in most organizational structures, such as the manager of engineering. Usually "owns" the resources that are loaned to the project, and has human resources responsibilities for them. Can be a rich source of expertise, or even are the most likely persons with whom project managers experience conflict on a project.