An approved business case or similar document is the most common business document used to develop a project charter

The cost-benefit analysis in the business case demonstrates the feasibility and operability of the strategic goals, thereby defining the project boundaries.

The preparation of a business case can be triggered by one or more of the following factors:

summary

Project managers and sponsors need to communicate plans frequently in order to achieve target benefits as planned.

contract

Memoranda of Understanding (MOUs)

Service Quality Agreement (SLA)

Agreement

letter of intent

oral agreement

e-mail

Other written agreements

Question: During the project execution phase, the supplier failed to deliver the specified materials on time. This delayed the project's activities. What should the project manager do next?

A: Lessons Learned Repository

C: Business case

Answer: For projects I have done before, the organizational process assets were input for formulating the project management plan.

A: Lessons learned

B: Quality measurement index

C: strategic plan

D: Cost basis

Analysis, W: Develop project charter Typical PMP disgusting questions, you can simply ask you [What inputs are needed to develop a project charter], but you have to use a bunch of smoke bombs. Remember, the ideas for answering PMP questions are very strict, and they must correspond to inputs, tools, and outputs. These things, don’t Play it yourself. For example, if you think about this question yourself, which one can ensure the success of the project under a tight budget? Do you have any knowledge? No! That's right, it's just a smoke bomb. In fact, the key point is to look at the question. What type of question it is basically depends on the last sentence. [What should be used to formulate a project charter]? Isn’t it much simpler? When you feel you don’t understand the question, just look at the meaning of the last sentence To answer PMP questions, you must learn to cut the questions, remove other messy backgrounds and conditions, and only select the key information to form sentences! ! ! ! This can improve question comprehension by 50% and avoid 80% of traps. For example, the following question

organizational strategy;

Benefit management;

Technical knowledge about the industry in which the project is located and the area of ​​focus of the project;

Estimates of duration and budget;

Risk Identification.

other departments within the organization

consultant

Stakeholders, including customers or sponsors

professional and technical associations

Industry groups

Subject Matter Expert (SME)

Project Management Office (PMO)

Focus groups convene stakeholders and subject matter experts to discuss project risks, cost criteria, and other topics and are more interactive than one-on-one interviews

Interviews use direct conversations with stakeholders to understand high-level requirements, assumptions, constraints, approval criteria, and other information

Question: The CEO announces a new project that has cost and time constraints targets and the business case has not yet been finalized. Based on experience, project managers have a strong feeling that these goals will not be achieved. What should a project manager do to ensure project success?

Published by project initiator or sponsor

Official approval of project establishment

and authorizes the project manager to use organizational resources to carry out project activities.

The project charter answers the question of whether the project can be started. It cannot start without approval. Once the project charter is approved, the project is formally established and the project manager has the authority to use organizational resources for project activities.

The project charter records high-level information about the project and the products, services, or results the project is expected to deliver. It includes measurable project goals and associated success criteria so that participants can plan and measure the success of the project.

The project charter is prepared by the sponsor, or by the project manager in collaboration with the sponsor.

The project charter, including the purpose of the project or the reasons for approving the project, is the purpose and rationale for undertaking the project.

A partnership is established between the project executing organization and the sponsoring organization

Official opening of the project

Give formal authorization to the project manager

Project purpose;

Measurable project goals and associated success criteria;

high-level needs;

High-level project description, boundary definition, and key deliverables;

Overall project risk; (high-level risk)

overall milestone schedule;

pre-approved financial resources;

List of key stakeholders;

Project approval requirements (e.g., what criteria will be used to evaluate project success, who will draw conclusions about project success, and who will sign off on project closure);

Project exit criteria (e.g., under what conditions a project or phase can be closed or canceled);

The assigned project manager and his/her responsibilities and authorities;

The name and authority of the sponsor or other person who approved the project charter.

summary

The Articles of Association are a very special document, signed and issued by the sponsor; the sponsor is responsible for the accuracy of the Articles of Association; if the Articles of Association need to be revised, they must be approved by the sponsor.

First of all, although the articles of association are rarely modified, the articles of association can be modified; the articles of association are issued by the sponsors, and modifications to the articles of association must also be approved by the sponsors

Appoint project manager

What a project charter means to project managers

Brainstorming can be used to gather data, solutions, or ideas from stakeholders, subject matter experts, and team members when developing a project charter (using technology, brainstorming)

Question: During the initiation phase, the project manager realizes that the major milestones are inconsistent with the scope. This may lead to misunderstandings. What should the project manager do next? - Define the scope and deliverables in the project charter.

In the stage of formulating the project charter, the project charter must be formulated only after reaching an agreement with the project sponsor.

After demonstrating the project needs and formulating the project charter, the stakeholder concept and management plan will be developed.

Risks identified early in the project are generally included in the project charter. Because there is no project document and corresponding risk register at this time.

Assumptions

Constraints

high level strategy

Assumptions

Constraints

A: Project charter

C: Assumption log

Analysis: The assumption log identifies high-level strategic and operational assumptions and constraints. For this project, the customer's payment habits are a constraint on the project and should be recorded in the assumptions log. Option C is more specific than option A, and C is more appropriate. My previous mistake was not remembering to include constraints in the hypothesis log, and instead choosing a larger scope project charter.

A: Project charter

B: Quality management plan

C: Stakeholder engagement plan

D: Organizational process assets

Analysis, potential problems in the work environment fall into the category of assumptions and constraints.

When multiple parties disagree on the project charter, use guided workshops

For small projects, project planning and execution are usually carried out by the same team

For large projects, the project management team typically performs most of the planning work

scope management plan

demand management plan

progress management plan

cost management plan

quality management plan

resource management plan

communication management plan

risk management plan

Procurement Management Plan

Stakeholder Engagement Plan

The project management plan is one of the primary documents used to manage projects.

A project management plan is a set of documents that describes how a project will be executed, monitored, and controlled

Project documents need to be continuously updated in a timely manner when project data and information change. The project management plan only needs to be updated when methods, standards, and rules need to be changed.

Project management plans typically do not contain project execution data

The project management plan should be jointly developed by the project manager and the project team

Scope Baseline

progress baseline

cost basis

configuration management plan

performance measurement benchmarks

project life cycle

development method

management review

[Single choice] When preparing to present a project management plan, some department managers express uncertainty about the direction and scope of the plan. What should the project manager do?

Schedule planning software tools

work authorization system

configuration management system

Information collection and release system

and interfaces into other online automation systems such as corporate knowledge bases

Automatic collection and reporting of key performance indicators (KPIs) can be a feature of this system

[Single choice] During the project execution process, the project team needs to hold a project status review meeting according to the requirements of the project communication plan. In order for the meeting to be effective, the communication plan requires relevant members to submit a project progress report 2 days before the scheduled status review meeting. Although they had followed the plan to the letter in the past, this time the report was not submitted until four hours before the status review meeting. You take a cursory look at the report and notice several serious errors. What should the project manager do at this point?

Generally, before organizing a meeting with relevant parties, you need to solve the project problems that can be solved, and formulate solutions for those that cannot be solved or have been solved. During the meeting, you should report the solution situation or solutions to the relevant parties. Don't do everything. Not doing it would be like going to Huawei for a project meeting. . .

The purpose of the sprint retrospective is to agree on how the team can improve the way they work, as well as a plan for improvement in future iterations

During the sprint retrospective, the team will recognize areas they did well and areas that could be improved. Include what went well, what was missing, what needs to change, etc.

Question: At the end of an iteration, a team member tells the project manager that a planned task was not completed due to an issue that arose a few days ago and cannot be resolved. What should the project manager do to avoid this situation in the future? -Discuss the issue in the review meeting

Collection of lessons learned at the end of a project or phase

This comparison provides insight into how well the project is performing.

Analysis, the work performance information includes B and C, because the work performance information is generated by comparing the work performance data with the project management plan, project documents and other variables (review analysis)

[Single choice] As part of directing and managing a project, the project manager must review completed activities. Which document should the project manager review first?

[Single Choice] An organization's management board would like to see any key milestones that deviate from the schedule. What are the most critical tasks that the project manager should include in the project status report?

question type;

Who raised the question and when;

Problem Description;

problem priority;

who is responsible for resolving the problem;

target resolution date;

problem status;

Finally resolve the situation.

Updating the Problem Log is the work of the execution or monitoring process group, not the closing process group. If the question asks about the project closing stage, check the problem log

Question: While constructing a site for a prime contractor, the project manager learns that the information used to determine the construction method is out of date. What should the project manager do first?

[Single choice] When the project manager is conducting a project audit, he finds that all items in the problem log belong to the project manager. Is this acceptable?

[Single Choice] Project deliverables will not be completed as planned due to unresolved previously identified obstacles. What should the project manager do beforehand?

[Single choice] During a project progress meeting, a stakeholder informs the team that a previously identified technical issue has been resolved. However, the stakeholder warns that the same issue may occur on other team projects. What should the project manager do first?

Knowledge that is easy to codify using words, pictures and numbers

Individual knowledge and knowledge that is difficult to articulate, such as beliefs, insights, experiences, and “know-how”

In this case, only codified explicit knowledge can be shared

Closing a project or phase involves updating the organizational process assets, including updating the lessons learned knowledge base

The Lessons Learned Register is created early in the project and can serve as an input to many processes throughout the project, as well as being continually updated as an output.

Including informal socializing and online socializing. Online forums that allow for open-ended questions (e.g., “Who knew…?”) facilitate knowledge-sharing conversations with experts;

Includes interactive virtual meetings using communications technology;

Such as focus groups;

Such as special lectures and conferences;

Include problem-solving meetings and lessons-learned meetings;

Methods for codifying explicit knowledge

Lessons Learned Register;

library services;

collect message

Project Management Information System (PMIS).

Throughout the project, the Lessons Learned Register can serve as an input to many processes and can also be continuously updated as an output.

Project team members can register or use

Record lessons learned throughout the project, output a lessons learned register when the project or phase is completed, and add this document to the lessons learned knowledge base

Title: A new project whose goal is to solve the problems of the previous project. So first you need to develop a project charter, and one of the inputs to the project charter is the "Lessons Learned Register". The last completed project will update the lessons learned register

Question: Midway through the project, the project manager discovered a way to solve and avoid a recurring organizational problem. What should the project manager do next? - Record it in lessons learned. The title does not mention changes and does not involve changes.

The most important aspect of knowledge management is to create an atmosphere of mutual trust and encourage members to share knowledge or pay attention to other people's knowledge. Even the best knowledge management tools and techniques will not be effective if members are not motivated to share their knowledge or to care about the knowledge of others.

Difference from organizational process assets: Lessons do not all need to be used as organizational process assets. Usually, the lessons learned register is regularly evaluated, and those that are common and likely to reoccur are cut into the organizational process asset library to maintain the organizational process assets. Effectiveness (only those that are common and have a high recurrence rate are added to the organizational process assets)

Focus on the choice of alternatives

A technique for evaluating identified alternatives to decide which option to choose or which method to use to perform project work.

Pay attention to the balance between costs and benefits

A financial analysis tool used to estimate the advantages and disadvantages of alternatives to determine which alternative will create the best benefits.

Business documents - business case - cost benefit analysis. A financial analysis tool used to compare the costs of a project with the benefits it will bring, and is included in the business case to justify the project and determine the project boundaries.

When the project manager identifies a new opportunity, the next step is to confirm the rationality of the opportunity through a cost-benefit analysis.

Methods to achieve a balance between costs and benefits, the optimal solution. The cost is good and the benefit is good, not one-sided

Question: The price of equipment needed to complete a project has increased by 50%. What should the project manager do first?

[Single Choice] A project is implementing technology that will provide an organization with a competitive advantage. The project manager understands that a new technology that has just been introduced may render the planned technology obsolete. What should the project manager do?

Variance analysis examines the difference (or deviation) between target performance and actual performance and can involve duration estimates, cost estimates, resource usage, resource rates, technical performance, and other measurements.

In the process of monitoring project work, a comprehensive analysis of cost, time, technology and resource deviations is conducted through deviation analysis to understand the overall deviation of the project. This allows appropriate preventive or corrective actions to be taken

Analyze performance deviations during the project process, not at the end of the project

[Single Choice] The project manager distributes weekly status reports to sponsors. Which of the following should be included in the report?

Change object

Unpopular knowledge points

Including representatives from all parties, including the project manager

Approval of changes can be confirmed by the project manager or CCB, but only CCB has the authority to approve changes that affect the baseline

Submit a change request first, then go to change analysis! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !

Change Request → Assess Impact

Written report→CCB

Notify → Relevant Parties

project manager

CCB

client or sponsor

Note that the first step in the change process is to submit a change request, followed by the following steps

Note that if the option describes [Submit a change request to CCB], this action is already the third step. The first step of [Submit a change request] should be understood as [Send a correct change request to the project manager or project team. Pending impact assessment by the project manager and project team] rather than submitting directly to CCB

[Single choice] The supplier communicated that the delivery of a certain project item will be delayed by 2 weeks. What should the project manager do?

[Single choice] The project sponsor requires the project manager to complete the project one month in advance. What should be used to fulfill this request?

Question: As a project nears completion, the sponsor requires the contractor to change installed lighting to comply with new standards. What should the contractor do?

Question: A project manager is preparing a periodic status report when a marketing executive informs them of an exciting new feature launched by a competitor. The executive said the marketing department needed this new feature in the initial version of the project deliverables. What should the project manager do?

Notice

The change impact analysis and assessment must be conducted by the project manager and project team, rather than by the relevant parties as long as there is no impact.

Note that the following question description hides the information that the [Change Impact Assessment] has been completed. Please pay attention to such scenarios.

When conducting change impact analysis, it is necessary to conduct a comprehensive analysis, and do not analyze only one of the aspects such as schedule, cost, scope, etc.

A very easily overlooked issue is [Analysis and evaluation must be done before making changes]. When you want to choose an option to implement a change, be sure to see if there is [Analysis] among the other options. If there is [Analysis], you should choose it. analyze. It includes not only change questions, but also question types. It is also necessary to analyze before making a decision on a problem.

Or described as submitting a change request to the CCB

Question: A team member is eager to add new functionality that the customer is considering to a project deliverable

When a change is necessary, but everyone has different opinions on the change, you need to ensure that everyone has a consistent understanding of the change management plan and that everyone's management and processing of the change is correct and in line with the project. Therefore, the project manager must manage the work of team members and related parties well

Question: Project team members are used to making changes outside of the established change control process. At a team meeting, another change request is made to the company's board of directors. What should the project manager do?

Question: The question expresses that the fault was resolved, but because the change control process was not followed, the progress was not updated, and relevant parties were not notified. C [Issue a change request and follow the change process] is to deal with the issues left by the change and redo the process.

Question: Before submitting the project management plan for approval, the project manager receives a change request for the project. The project sponsor instructs the project manager to proceed with the change, however, the project manager refuses to make the change because the change request must go through the change control process. Why did the project manager respond this way?

CCB includes project sponsors, project managers, functional managers and specific stakeholders. In the test questions, [key stakeholders] is likely to be the hidden name of CCB.

According to the change management process, after the change request is approved, the project management plan/document should be updated. The updated plan is the basis for guiding the project team to implement the change. If the plan is not updated, there will be no basis for execution, and the change cannot be executed.

[Single choice] A project manager is managing a project approved by the CEO to retool the company's major manufacturing facility. The sooner the project is completed, the sooner significant cost savings will begin to be realized through automation. The Change Control Board (CCB) has just approved a change request submitted by the research department to accommodate the new equipment. What should the project manager do next?

When a change request is approved and data analysis has been performed, the project manager (only, MUST) need to implement the change request.

During the change process, the change log should be updated in a timely manner to reflect the latest status of the change.

Do not negotiate with customers to modify the benchmark without authorization

Proactively communicating the impact of changes to relevant parties, determining necessity and performing change control procedures is standard practice in dealing with these types of issues

If the relevant parties propose changes and the project manager evaluates the impact and believes that the impact is too great, the impact will be communicated to the relevant parties first. If the relevant parties insist on the change, the project manager will submit it to the CCB for approval.

As long as there is any inconsistency with the plan, no matter who caused it, it needs to be implemented according to the change control procedure.

There are two configuration management activities in the change control process

CCB rejects changes

Fait accompli requires changes, and the change process must be followed

B: Update completed changes to the scope of work

D: Register this change with the Change Control Board (CCB) and request approval

Answer: The change process is different in agile and traditional project environments. In an agile environment, changes are mainly the responsibility of the PO (Product Owner) instead of CCB as in traditional projects. The title says that changes have occurred. The next step for the project manager is to update the completed changes to the work scope.

Identify configuration items

Record and report configuration item status

Verify and audit configuration items

Identify changes

Record changes

Make a decision to change

Track changes

Affected parties generally have the right to express their views

Implemented in directing and managing project work

The change log records the processing of change requests and approved resolutions. Affected parties generally have an opportunity to have a say in the change control process

Record the processing of all change requests in the change log in the form of project file updates

Corrective Action

Precaution

Defect Remediation

Unify characteristics, activities, and do real things, not just revising documents and plans.

renew

Ensure all documents and deliverables are up to date and all issues have been resolved;

Confirm that the deliverables have been delivered to the customer and have received formal acceptance from the customer;

Ensure all costs are recorded in the project cost account;

Close project account;

reallocate personnel;

Dispose of excess project materials;

Reallocate project facilities, equipment, and other resources;

Prepare a detailed final project report in accordance with organizational policies

Confirm that the seller’s work has been formally accepted;

final disposition of pending claims;

Update records to reflect final results;

Archive relevant information for future use.

Collect project or phase records;

Audit project success or failure;

manage knowledge sharing and transfer;

Summarize experiences and lessons learned;

Archive project information for future use by your organization.

Right now

Used to analyze deviations from deliverables and expectations, but cannot make decisive decisions

A. Stage level

B. Expert judgment

C.Quality audit

D. Deviation analysis

Solution, decision-making tool - expert judgment

Overview of the project or phase;

Scope objectives, evaluation criteria for scope, and evidence demonstrating achievement of completion standards;

Quality objectives, evaluation criteria for project and product quality, relevant verification information and actual milestone delivery dates and reasons for deviations;

Cost targets, including acceptable cost ranges, actual costs, and reasons for any deviations;

A summary of the confirmed information for the final product, service or result.

Schedule objectives include whether the results achieve the expected benefits of the project. If benefits are not realized at the end of the project, indicate the extent to which the benefits have been realized and anticipate future realizations.

An overview of how the final product, service, or outcome will meet the business needs stated in the business plan. If the business need is not met at the end of the project, indicate the extent to which the need has been met and an estimate of when the business need will be met.

An overview of risks or issues that occurred during the project and their resolution.

[Single choice] The project manager successfully switched the air conditioning procurement from Supplier A to Supplier B. The new product was inspected and all project deliverables were delivered. What should the project manager do next?

A: Check project allocations for a new multi-year project

B: Compare actual project performance with original plan

C: Notify the client that the project will be completed

D: Obtain customer acceptance

Analysis: W: closing stage, H: acceptance Analysis: Confirming that the deliverables have been delivered to the customer and have received formal acceptance from the customer is one of the necessary activities required for administrative closeout.

Background: The project sponsor asked the project manager to issue the final project report before the fiscal year annual close so that the company can benefit from the profits, and the final report is nearly completed. But the client retained the acceptance documents in exchange for receipts unrelated to the project. What should the project manager do? (Don’t compromise based on work experience)

B: Submit a change request

D: Verification scope

summary

A: Update lessons learned into the organizational knowledge base

B: Update risk register, project stakeholders and project team members

C: Close purchasing plan

D: Confirm and complete the release document

Parsing, W: finishing touches This question is a bit difficult to review. 1. First, the project has been completed and has passed internal quality control. At this time, it is [verified deliverable] 2. What should you do after notifying the customer? Of course it is acceptance, but what should I do if there is no acceptance in the options? 3. In fact, there is an acceptance option in the options. D, [Confirm and complete the release document] is a hidden acceptance option. The expression is also to release materials for customers to use for acceptance.

A: Review the communications management plan and share the final project report.

B: Execute and close the procurement process and record lessons learned.

C: Schedule a project closure meeting and dissolve resources.

D: Arrange a meeting with all team members to celebrate the success of the project.

Parsing, W: finishing touches The process of finishing work, AB elimination, CD comparison, the order of D is before C

A: Hold a lessons learned meeting

B: Spend the remaining budget before ending the project

C: Obtain delivery acceptance from the customer

D: Hold a closing meeting with the team

Analysis: In fact, you only need to look at the part in red for this question, the rest are distractions. This means that the project is about to end, so the next step is to finish the work. Four closing steps - acceptance - handover - summary - release A is summary, order 3 B is groundless and mindless C is acceptance, order 1 The meaning expressed by D is relatively subtle. It is said to be a closing meeting, which may be a summary meeting, so the order is 3. If it is changed to "convene closing work with the team", it may conflict with C.

A: Perform EVA to find out whether CV or SV causes SPI to equal 0.5

B: Continue the closing process and hand over the completed and unfinished deliverables of the project to other parties.

C: Do nothing, no closure process is required if the project is stopped or closed by the steering committee

D: Perform root cause analysis to identify reasons for project cancellation

Analysis: W: closing stage, H: early termination If a project is terminated prematurely before completion, the reasons for termination need to be stated in formal closing documents and formal procedures for handing over completed and unfinished deliverables of the project to others. This reminder means that no matter how bad your project is, if the project is terminated early, the finishing work must be completed according to the finishing work, but the acceptance link is missing.

A: Revise the project management plan to reflect the changes in the scope

B: Hold a meeting for project Y

C: Document and archive lessons learned from Project X

D: Calculate EAC and ETC for project X

Analysis, W: finishing stage, H: finishing work. The question clearly indicates that the project was terminated early and then entered the closing stage. There are four steps in the closing stage. It is easy to identify which option is more appropriate.