PROJECT MANAGEMENT

FRAMEWORK & INITIATION

Mohamed Seleam Abou Hatab

PMP, PMI-RMP, PMI-SP, PMI-PBA
Sr. Project Management Consultant
MOHAMED SELEAM ABOU HATAB
“ Sr. Project Management consultant! ”
PMP | PMI-RMP | PMI-SP | PMI-PBA
[email protected]
+201061177737

PMP Certified Project Management Professional

PMI-RMP Certified Risk Management Professional
PMI-SP Certified Scheduling Professional
PMI-PBA Certified Business Analysis Professional

20
Years Experience in the field Currently working as lecturer for
of Project Management . many institutes all over the world
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PARTICIPANT INTRODUCTIONS
01 - NAME

02 - ORGANIZATION

03 - ROLE IN ORGANIZATION

04 - WHAT IS YOUR EXPECTATIONS ?

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COURSE OBJECTIVES After completing this course,
you should be able to

Get familiar with the PMI methodology for managing your project

Make the most of limited study time for taking the PMP® exam

Become familiar with the exam format and question types

Develop a personal study plan

Identify personal areas of competency and weakness

Reinforce knowledge of the ten Project Management Institute (PMI® )

Project Management Knowledge Areas, five Project Management Process
Groups, and the Professional Responsibility

Help you to prepare for the PMP® Certification Exam

GROUND RULES TO ENHANCE PERFORMANCE

Start on time to Finish Questions after

on time Permeation

Mobile Phone on Silent RATHOLE TO

Please CONCENTRATE

N0 Laptops allowed Presents 100 % to get

including mobile data your certificate
 PM STANDARDS
PROJECT MANAGEMENT INSTITUTE (PMI)
WWW.PMI.ORG

PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK®)

PMI CERTIFICATIONS
PROJECT MANAGEMENT PROFESSIONAL (PMP)
CERTIFIED ASSOCIATE IN PROJECT MANAGEMENT (CAPM)
PROGRAM MANAGEMENT PROFESSIONAL (PGMP)
PMI SCHEDULING PROFESSIONAL (PMI – SP)
PMI RISK MANAGEMENT PROFESSIONAL (PMI – RMP)
PMI AGILE CERTIFIED PRACTITIONER (PMI-ACP )
PMI PROFESSIONAL IN BUSINESS ANALYSIS (PMI-PBA)
PORTFOLIO MANAGEMENT PROFESSIONAL (PFMP)7
 PM Framework
• What is a Project?
A project is a temporary endeavor undertaken to create a unique product, service, or result.
• Temporary ( definite beginning and definite end)
Most projects are undertaken to create a lasting outcome.

• Unique
( different location, different design, different circumstances, different contractors etc.)
• Progressive Elaboration
Continuously improving and detailing a plan as more detailed and specific information and more accurate estimates
become available.
Projects drive change:
KOTTER'S 8 STEPS CHANGE MODEL
Step 1: Create Urgency
For change to happen, it helps if the whole company really wants it. Develop a sense of urgency around the
need for change. This may help you spark the initial motivation to get things moving

Step 2: Form a Powerful Coalition

Convince people that change is necessary. This often takes strong leadership and visible support from key
people within your organization. Managing change isn't enough – you have to lead it

Step 3: Create a Vision for Change

A clear vision can help everyone understand why you're asking them to do something. When people see for
themselves what you're trying to achieve, then the directives they're given tend to make more sense.
Step 4: Communicate the Vision
What you do with your vision after you create it will determine your success. Your message will probably have strong
competition from other day-to-day communications within the company, so you need to communicate it frequently and
powerfully, and embed it within everything that you do
"Change is the only constant.“
– Heraclitus, Greek philosopher
Step 5: Remove Obstacles
Put in place the structure for change, and continually check for barriers to it. Removing obstacles can empower the
people you need to execute your vision, and it can help the change move forward

Step 6: Create Short-Term Wins

Nothing motivates more than success. Give your company a taste of victory early in the change process. Within a
short time frame (this could be a month or a year, depending on the type of change)

Step 7: Build on the Change

Each success provides an opportunity to build on what went right and identify what you can improve

Step 8: Anchor the Changes in Corporate Culture

Finally, to make any change stick, it should become part of the core of your organization. Your corporate culture often
determines what gets done, so the values behind your vision must show in day-to-day work.
 • Projects enable business value creation
• Business Value

 Business value is defined as :

the net quantifiable benefit derived from a
business endeavor.
• The benefit may be tangible, intangible, or both.

• Examples of tangible elements include monetary assets, fixtures,

stockholder equity, and utility.

• Examples of intangible elements include good will, brand

recognition, public benefit, and trademarks. Depending on the
organization.
 PROJECTS & OPERATIONS
PROJECTS OPERATION
•TEMPORARY. •ONGOING AND REPETITIVE.
•UNIQUE OUTPUT. •SIMILAR OUTPUTS.
•RESOURCES ON TEMPORARY •PERMANENT RESOURCES .
UPON-NEED BASIS

PROJECTS AND OPERATIONS

• PLANNED, EXECUTED & CONTROLLED SERIES OF TASKS AND ACTIVITIES.

• CONSTRAINED BY LIMITED RESOURCES.

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• PRODUCE OUTPUT/PRODUCT.
 WHAT IS PROJECT MANAGEMENT?

The application of knowledge, skills, tools and techniques to

project activities to meet the project requirements.
 THE TRIPLE CONSTRAINTS NOT LIMITED TO…….
Time

TIME: FINISH ON TIME.

Quality Cost
COST: COMPLETE WITHIN BUDGET.
Scope
QUALITY: MEET PERFORMANCE REQUIREMENTS AND
QUALITY TARGETS.

Risk SCOPE: ALL DELIVERABLES ARE COMPLETED.

&
Resoruces RESOURCES: MONEY, MACHINE, MATERIAL, MAN POWER
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RISK: UNCERTAINTY
 Organizational Strategic
Hierarchy
Organizational
Strategy

Portfolio A portfolio is a collection of projects or programs and other work management to

Management meet strategic business objectives.

Program
A program is a group of related projects managed in a Management
coordinated way to obtain benefits and control not
Project
available from managing them individually.
Management
Projects are often utilized as a means of achieving an organization’s
strategic plan.
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 PROJECT MANAGEMENT OFFICE
(PMO)
A PROJECT MANAGEMENT OFFICE (PMO) IS A MANAGEMENT STRUCTURE THAT STANDARDIZES THE
PROJECT-RELATED GOVERNANCE PROCESSES AND FACILITATES THE SHARING OF RESOURCES,
METHODOLOGIES, TOOLS, AND TECHNIQUES.

 SUPPORTIVE. SUPPORTIVE PMOS PROVIDE A CONSULTATIVE ROLE TO PROJECTS BY SUPPLYING

TEMPLATES, BEST PRACTICES, TRAINING, ACCESS TO INFORMATION AND LESSONS LEARNED FROM
OTHER PROJECTS.

 CONTROLLING. CONTROLLING PMOS PROVIDE SUPPORT AND REQUIRE COMPLIANCE THROUGH

VARIOUS MEANS.

DIRECTIVE. DIRECTIVE PMOS TAKE CONTROL OF THE PROJECTS BY DIRECTLY MANAGING THE
PROJECTS.
 PROJECT BUSINESS CASE
 THE PROJECT BUSINESS CASE: IS 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.
 A BUSINESS CASE MAY INCLUDE BUT IS NOT LIMITED TO
DOCUMENTING
THE FOLLOWING:
1. BUSINESS NEEDS(IDENTIFICATION OF STAKEHOLDERS AND
THE SCOPE, WHAT IS PROMPTING THE NEED FOR ACTION..)
2. ANALYSIS OF THE SITUATION(CAPABILITIES NEEDED VERSUS
EXISTING CAPABILITIES OF THE ORGANIZATION, KNOWN
RISKS, ROOT CAUSE..,)
3. RECOMMENDATION: ANALYSIS RESULTS ,CONSTRAINTS,
ASSUMPTIONS, RISKS, SUCCESS MEASURES, MILESTONES,
ROLES AND RESPONSIBILITIES.
4. EVALUATION:THE PLAN FOR MEASURING BENEFITS
 PROJECT BENEFITS MANAGEMENT PLAN

 THE PROJECT BENEFITS MANAGEMENT PLAN IS THE DOCUMENT THAT

DESCRIBES HOW AND WHEN THE BENEFITS OF THE PROJECT WILL BE
DELIVERED, AND DESCRIBES THE MECHANISMS THAT SHOULD BE IN
PLACE TO MEASURE THOSE BENEFITS.
 MAY INCLUDE BUT IS NOT LIMITED TO DOCUMENTING THE
FOLLOWING:
1. TARGET BENEFITS (E.G., THE EXPECTED TANGIBLE AND INTANGIBLE
VALUE TO BE GAINED BY THE IMPLEMENTATION OF THE PROJECT;
FINANCIAL VALUE IS EXPRESSED AS NET PRESENT VALUE);
2. STRATEGIC ALIGNMENT (E.G., HOW WELL THE PROJECT BENEFITS
ALIGN TO THE BUSINESS STRATEGIES OF THE ORGANIZATION);
3. TIMEFRAME FOR REALIZING BENEFITS (E.G., BENEFITS BY PHASE,
SHORT-TERM, LONG-TERM, AND ONGOING);
4. BENEFITS OWNER (E.G., THE ACCOUNTABLE PERSON TO MONITOR,
RECORD, AND REPORT REALIZED BENEFITS THROUGHOUT THE
TIMEFRAME ESTABLISHED IN THE PLAN);
5. METRICS (E.G., THE MEASURES TO BE USED TO SHOW BENEFITS
REALIZED, DIRECT MEASURES, AND INDIRECT MEASURES);
6. ASSUMPTIONS AND RISKS (E.G., RISKS FOR REALIZATION OF
BENEFITS).
 THE PROJECT LIFE CYCLE

A PROJECT LIFE CYCLE IS A 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, THE NATURE OF THE PROJECT
ITSELF, AND ITS AREA OF APPLICATION.
 PROJECT LIFE CYCLE
the project scope, time, and cost are determined in the early phases of the life cycle.
Predictive Any changes to the scope are carefully managed.
Predictive life cycles may also be referred to as waterfall life cycles

They are agile, iterative, or incremental. The detailed scope is defined and approved before the start of
Adaptive an iteration. Adaptive life cycles are also referred to as agile or change-driven life cycles.

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.
Iterative Iterations develop the product through a series of repeated cycles, while increments successively add to the
functionality of the product

the deliverable is produced through a series of iterations that successively add functionality within a
predetermined time frame.
Incremental The deliverable contains the necessary and sufficient capability to be considered complete only after the
final iteration.
It is a combination of a predictive and an adaptive life cycle. Those elements of the project that are well
Hybrid known or have fixed requirements follow a predictive development life cycle, and those elements that are still
evolving follow an adaptive development life cycle.
AGILE
 AGILE SOFTWARE DEVELOPMENT

Agile software development is a group of software development methods based on

iterative and incremental development

 AGILE MANIFESTO
• AGILE VALUES
 Agile principles
12 PRINCIPLES
• 1- satisfy the customer
• 2- welcome change
• 3- deliver frequently
• 4- work together
• 5- trust and support
• 6- face-to-face conversation
• 7- working software
• 8- sustainable development
• 9- continuous attention
• 10- maintain simplicity
• 11- self-organizing teams
• 12- reflect and adjust
 DEFINITION OF
SCRUM
• TRANSPARENCY
• INSPECTION
• ADAPTATION
 AGILE METHODOLOGY
• SCRUM
• LEAN
SCRUM EVENTS

• SPRINT PLANNING MEETING

• DAILY STAND-UP MEETING
• SPRINT REVIEW MEETING
• SPRINT RETROSPECTIVE MEETING
SCRUM ARTIFACTS

• PRODUCT BACKLOG
• SPRINT BACKLOG
• PRODUCT INCREMENT
 WHAT IS KANBAN?

• KANBAN IS A POPULAR FRAMEWORK USED TO IMPLEMENT AGILE AND DEVOPS SOFTWARE

DEVELOPMENT. IT REQUIRES REAL-TIME COMMUNICATION OF CAPACITY AND FULL
TRANSPARENCY OF WORK. WORK ITEMS ARE REPRESENTED VISUALLY ON A KANBAN BOARD,
ALLOWING TEAM MEMBERS TO SEE THE STATE OF EVERY PIECE OF WORK AT ANY TIME.
 WHY AGILE

 More dynamic world

 More complex world

 Do more with less resources

 Performance enhancement

 Achieve competitive advantages

 Need innovative products and services

 NO ONE FIT ALL
Agile project management operates well inc a more fluid, more
adaptive environment

Predictive Adaptive
Waterfall Agile

• Software Projects
• R&D
• Innovation Products
 Project Management 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 requirements.

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 formally complete or close the project, phase, or contract.
Process Groups Interact in a Project

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 Project Management Process Groups
Mapped to the Plan-Do-Check-Act Cycle

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Characteristics of a Project Life Cycle

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STAKEHOLDERS
Sponsor

Regulatory
Agencies End Users

Team
Members Project Customer

Subcontractor Senior
s Management

Suppliers/
Vendors
 DEFINITION OF A PROJECT MANAGER

Project manager is the person assigned by the

performing organization to lead the team that is

responsible for achieving the project objectives

 PROJECT MANAGER COMPETENCES

The skills needed by project managers through the use of The PMI Talent Triangle
 LEADERSHIP
leadership styles include but are not limited to:

 Laissez-faire : allowing the team to make their own decisions and establish their
own goals
 Transactional: focus on goals, feedback, and accomplishment to determine
rewards; management
by exception
 Servant leader: demonstrates commitment to serve and put other people first

 Transformational: empowering followers through idealized attributes and

behaviours, inspirational motivation, encouragement for innovation and creativity,
and individual consideration
 Charismatic: able to inspire; is high-energy, enthusiastic, self-confident; holds
strong convictions
 Interactional: a combination of transactional, transformational, and charismatic
 Enterprise Environmental Factors
EEF
Enterprise Environmental Factors include, but are not limited to the following:
• Organizational culture and structure,

• Government or industry standards (e.g., regulatory agency regulations, codes of conduct,

product standards, quality standards, and workmanship standards),
• Infrastructure (e.g., existing facilities and capital equipment),
• Existing human resources (e.g., skills, disciplines, and knowledge, such as design,
development, law, contracting, and purchasing).
• Personnel administration (e.g., hiring and firing guidelines, employee performance
reviews, and training records),
• Company work authorization systems,
• Marketplace conditions,
• Stakeholder risk tolerances,
• Commercial databases (e.g., standardized cost estimating data, industry risk study
Information, and risk databases), or
• Project management information systems PMIS (e.g., an automated tool suite, such as a 48

scheduling software tool, a configuration management system, an information collection

and distribution system, or web interfaces to other online automated systems. ERP System).
 Organizational Process assets
OPA
Organizational Process assets They are the formal and informal policies,
procedures, and guidelines for conducting work include but not limited to.
• Organizational policies
• Standard guidelines.
• Templates.
• Change control procedures.
• Risk control procedures.
• Any other organizational procedures.
• Historical information about previous projects.
• Any LESSONS LEARNED project archives.
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ORGANIZATION INFLUENCE ON PROJECTS
 FUNCTIONAL ORGANIZATION
C.E.O

Project coordination
Functional Functional Functional Functional
Manager Manager Manager Manager

Staff Staff Staff Staff

Staff Staff Staff Staff

 WEAK MATRIX ORGANIZATION
C.E.O

Functional Functional Functional Functional

Manager Manager Manager Manager

Staff Staff Staff

Staff

Project Staff Staff

Staff Staff
coordination
 BALANCED MATRIX ORGANIZATION
C.E.O

Functional Functional Functional Functional

Manager Manager Manager Manager

Staff Staff Staff

Staff

Project manager Staff Staff Staff

Project coordination
 STRONG MATRIX ORGANIZATION
C.E.O

Functional Functional Functional Manager of Project

Manager Manager Manager Managers

Staff Project
Staff Staff manager

Staff Staff Staff Project manager

 PROJECTIZED ORGANIZATION
C.E.O

Project Project Project Project

Manager Manager Manager Manager

Project coordination
Staff Staff Staff
Staff

Staff Staff Staff Staff

 Organizational Structure

 Functional: Think Single Department

 Projectized: Think No Home

 Matrix: Think Two Bosses

 ORGANIZATIONAL STRUCTURE

Weak Balanced Strong

Functional Matrix Matrix Matrix Projectized
PM Little or Weak Balanced Strong Complete
Authority None w/ Funct.
Resource None / few Few Some Mostly Available
Availability Available Available Available Available
Budget Functional Functional Balanced PM PM
Control Mgr. Mgr.
Project Not Not Mostly Dedicated Dedicated
Team Dedicated Dedicated Dedicated
PM’s Title Project Lead / Project Project or Program
Lead / Coordinator / Manager Program or Project
Coordinator Expeditor Manager Manager
 PROJECT MANAGEMENT DATA AND INFORMATION
 WORK PERFORMANCE DATA.
 THE RAW OBSERVATIONS AND MEASUREMENTS IDENTIFIED DURING ACTIVITIES PERFORMED TO CARRY OUT THE PROJECT WORK.
EXAMPLES INCLUDE :

 REPORTED PERCENT OF WORK PHYSICALLY COMPLETED,

 QUALITY AND TECHNICAL PERFORMANCE MEASURES,

 START AND FINISH DATES OF SCHEDULE ACTIVITIES,

 NUMBER OF CHANGE REQUESTS,

 NUMBER OF DEFECTS, ACTUAL COSTS, ACTUAL DURATIONS, ETC.

 WORK PERFORMANCE INFORMATION.

 THE PERFORMANCE DATA COLLECTED FROM VARIOUS CONTROLLING PROCESSES, ANALYZED IN CONTEXT AND INTEGRATED BASED
ON RELATIONSHIPS ACROSS AREAS.

EXAMPLES OF PERFORMANCE INFORMATION ARE:

 STATUS OF DELIVERABLES, IMPLEMENTATION STATUS FOR CHANGE REQUESTS, AND FORECAST ESTIMATES TO COMPLETE.
 PROJECT MANAGEMENT DATA AND INFORMATION

 WORK PERFORMANCE REPORTS.

 THE PHYSICAL OR ELECTRONIC REPRESENTATION OF WORK PERFORMANCE INFORMATION COMPILED
IN PROJECT DOCUMENTS, WHICH IS INTENDED TO GENERATE DECISIONS OR RAISE ISSUES, ACTIONS,
OR AWARENESS. EXAMPLES INCLUDE STATUS REPORTS, MEMOS, JUSTIFICATIONS, INFORMATION
NOTES, ELECTRONIC DASHBOARDS, RECOMMENDATIONS, AND UPDATES.
 INITIATING PROCESSES FLOW CHART

What do
Sponsor or
I want?
customer
Project manager Sponsor Project manager
asks -Business case issues the develops the
-Benefits assists the sponsor
charter project scope
management with the charter
statement and
plan the project
management
plan
Company
culture and
existing
systems

The Project
Processes, management plan is
procedures, and bought into,
historical
information approved, realistic,
and formal (BARF)
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 PROJECT CHARTER

• PROJECT’S DOCUMENTED

• FORMAL AUTHORIZATION & INITIATION.

• BY SPONSOR, PMO OR SOMEONE EXTERNAL WHO IS ABLE TO

FUND.

• PROVIDES PM WITH THE AUTHORITY TO APPLY

ORGANIZATIONAL RESOURCES TO THE PROJECT ACTIVITIES.

• NOTE: THIS MEANS THAT PM IS PREFERABLY ASSIGNED NOW WHILE CHARTER IS BEING
DEVELOPED!
 SIMPLE/SAMPLE CONTENT OF PROJECT CHARTER

 PROJECT PURPOSE & JUSTIFICATION.

 OBJECTIVES AND THEIR SUCCESS CRITERIA
 HIGH LEVEL REQUIREMENTS THAT SATISFY STAKEHOLDER NEEDS, WANTS, AND EXPECTATION.
 BUSINESS NEED, HIGH LEVEL PRODUCT DESCRIPTION, OR PRODUCT REQUIREMENTS THAT THE PROJECT IS
UNDERTAKEN TO ADDRESS.
 ASSIGNED PROJECT MANAGER AND AUTHORITY LEVEL.
 SUMMARY MILESTONE SCHEDULE.
 SUMMARY BUDGET
 NAME OF SPONSOR OR THOSE AUTHORIZING THE PROJECT
 APPROVAL CRITERIA AND WHO SIGNS OFF PROJECT
 FUNCTIONAL ORGANIZATIONS AND THEIR PARTICIPATION.
 ORGANIZATIONAL, ENVIRONMENTAL & EXTERNAL ASSUMPTIONS.
 Project Management Process Groups
Knowledge Areas
Monitoring and Controlling Closing Process
Initiating Process Group Planning Process Group Executing Process Group
Process Group Group
4- Project Integration Management 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project 4.5 Monitor and Control Project 4.7 Close Project
Work Work or phase
4.4 Manage Project Knowledge 4.6 Perform Integrated Change
Control
5- Project Scope Management 5.1 Plan Scope Management 5.5 Validate Scope
5.2 Collect Requirements 5.6 Control Scope
5.3 Define Scope
5.4 Create WBS
6- Project Schedule Management 6.1 Plan Schedule Management 6.6 Control Schedule
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule
7- Project Cost Management 7.1 Plan Cost Management 7.4 Control Costs
7.2 Estimate Costs
7.3 Determine Budget
8- Project Quality Management 8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality

9- Project Resource Management 9.1 Plan Resource Management 9.3 Acquire Resources 9.6 Control Resources
9.2 Estimate Activity Resources 9.4 Develop Team
9.5 Manage Team
10- Project Communications 10.1 Plan Communications Management 10.2 Manage Communications 10.3 Monitor Communications
Management

11- Project Risk Management 11.1 Plan Risk Management 11.6 Implement Risk Responses 11.7 Monitor Risks
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses

12- Project Procurement Management 12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 63

13- Project Stakeholder Management 13.1 Identify Stakeholders 13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder 13.4 Monitor Stakeholder
Engagement Engagement
 DEVELOP PROJECT CHARTER
Inputs Tools & Techniques Outputs
1. Business Documents 1. Project Charter
• Business Case 1. Expert Judgment
• Benefits management plan
2. Data Gathering 2. Assumption log
2. Agreements • Brainstorming
• Focus Groups
3.Enterprise Environmental Factors • Interviews
(EEF)
3. Interpersonal & Team Skills
4. Organization Process Assets (OPA) • Conflict Management
• Facilitation
• Meeting Management

4. Meetings
 ASSUMPTION LOG

 HIGH-LEVEL STRATEGIC
AND OPERATIONAL
ASSUMPTIONS AND
CONSTRAINTS ARE
NORMALLY IDENTIFIED IN
THE BUSINESS CASE
BEFORE THE PROJECT IS
INITIATED AND WILL
FLOW INTO THE
PROJECT CHARTER.
QUESTIONS

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2 ) 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 AMONG
PROJECTS IN A COMPANY?

A ) PROJECT MANAGER.

B ) SPONSOR.

C ) PMO.

D ) TEAM.
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 3 ) WHICH OF THE FOLLOWING BEST DESCRIBES THE
MAJOR CONSTRAINTS ON A PROJECT?

A ) SCOPE, NUMBER OF RESOURCES, AND COST.

B ) SCOPE, COST, AND TIME

C ) SCOPE, TIME, COST, QUALITY, RISK, AND RESOURCES.

D ) TIME, COST, AND NUMBER OF CHANGES.

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4 ) TO OBTAIN SUPPORT FOR THE PROJECT THROUGHOUT THE
PERFORMING ORGANIZATION. IT’S BEST IF THE PROJECT
MANAGER:

A ) ENSURE THERE IS A COMMUNICATION MANAGEMENT PLAN.

B ) CORRELATES THE NEED FOR THE PROJECT TO THE

ORGANIZATION’S STRATEGIC PLAN.

C ) CONNECTS THE PROJECT TO THE PERSONAL OBJECTIVES OF

THE SPONSOR.

D ) ENSURES THAT THE MANAGEMENT PLAN INCLUDES THE

MANAGEMENT OF THE TEAM MEMBERS.
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 5) IN A PROJECTIZED ORGANIZATION, THE PROJECT
TEAM:

a) REPORTS TO MANY BOSSES.

b) HAS NO LOYALTY TO THE PROJECT.

c) REPORTS TO THE FUNCTIONAL MANAGER.

d) WILL NOT ALWAYS HAVE A ‘’HOME.’’

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 6) WHAT IS A PROGRAM?

a) AN INITIATIVE SET UP BY MANAGEMENT

b) A MEANS TO GAIN BENEFITS AND CONTROL OF RELATED PROJECTS

c) A GROUP OF UNRELATED PROJECTS MANAGED IN A COORDINATED WAY

d) A GOVERNMENT REGULATION

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7) THE PROJECT CHARTER IS CREATED IN WHICH
PROJECT MANAGEMENT PROCESS GROUP?

a) EXECUTING

b) PLANNING

c) CLOSING

d) INITIATING

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 8) WHICH PROCESS GROUPS MUST BE INCLUDED IN EVERY
PROJECT?

a) PLANNING, EXECUTING, AND CLOSING

b) INITIATING, PLANNING, AND EXECUTING

c) INITIATING, PLANNING, EXECUTING, MONITORING AND CONTROLLING, AND CLOSING

d) PLANNING, EXECUTING, AND MONITORING AND CONTROLLING

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9) WHICH PROCESS GROUP FOCUSES ON COMPLETING
THE REQUIREMENTS OF THE PROJECT?

A. INITIATING

B. PLANNING

C. EXECUTING.

D. CLOSING.

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10) ALL OF THE FOLLOWING OCCUR DURING THE
PLANNING PROCESS GROUP EXCEPT:

A. DEVELOP PROJECT CHARTER

B. CREATE WBS.

C. ESTIMATE COSTS.

D. SEQUENCE ACTIVITIES.

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