Study Guide pour le PMP certification

• PMBOK Guide - The tools and techniques used to estimate activity resource include: - Expert judgment - Alternatives analysis - Published estimating data - Bottom-up estimating - Project management software
• PMBOK® Guide - The outputs for the plan quality management process include: - Quality management plan - Process improvement plan - Quality metrics - Quality checklists - Project documents updates  
• When you’re working with procurements, Independent Estimates is one of the tools and techniques of the Conduct Procurements process. It certainly sounds a lot like something you’d do while planning out your procurements. Don’t forget that the Conduct Procurements process involves finding sellers as well as carrying out the work to complete the contract. That’s why you use things like Bidder Conferences and Qualified Seller Lists in Conduct Procurements.
• The standard deviation in this case is the PERT standard deviation. The formula for the PERT standard deviation is Pessimistic - optimistic / 6. For this question that equals 31 - 19 = 12 and then 12/6 = 2.0
• PMBOK® Guide - This question is almost a straight definitional question. Quality is "the degree to which a set of inherent characteristics fulfill requirements."
• Parametric estimating is a technique that uses a statistical relationship between historical data and other variables to calculate a cost estimate. In other words a mathematical model.
• Don’t get fooled by this question. It addresses a procurement issue, but it’s really about the correct form of communication to use in the situation. Contracts always require a formal written approval if change to the contract is needed
• Procurement documents are an output of the plan procurements process. This is part of the planning process group.
• Herzberg’s Motivation-Hygiene Theory states that people need things like good working conditions, a satisfying personal life, and good relations with the boss and coworkers—these are called “hygiene factors.” Until people have them, they generally don’t care about “motivation factors” like achievement, recognition, personal growth, or career advancement.
• Lessons learned from past projects are always part of a company’s organizational process assets, and are usually stored in a process asset library. The other three answers are important project tools, but they’re not where you find lessons learned.
• Any changes being asked for or requested to any approved plan need to be formally reviewed by the Change Control Board.Option A is not the correct answer as no changes should be made without a formal approval from CCB.Option B while sounds like the best choice the question states the impact of the change to the scope - so the impact analysis to 'triple constraints' is already done - so though option B is the best choice - it is already taken care of.Option D is clearly incorrect as any project is bound to have changes and the very purpose of change control is to ensure changes are governed and controlled in a systematic manner - hence the correct answer is Option C
• Sum of the Year Digit is an accelerated form of depreciation.
• A change control board (or CCB) is a group of people that approves or rejects changes. It usually includes the sponsor, which makes sense because the sponsor is the one funding the project. It’s not the project manager’s job to tell the CCB whether or not to approve a change – they use their expert judgment to figure out whether or not the change is valuable. It IS the project manager’s job to make sure the impact of the change on the triple constraint (time, scope and cost) is evaluated, but that impact analysis should happen BEFORE the change request is sent to the CCB.
• SYD or Sum of the Year Digits is an accelerated depreciation method. Begin by adding the number of years in the schedule. For example, for a five (5) year schedule add 1+2+3+4+5 = 15. Next, take the asset value minus the residual value and divide it by this result (15). This creates the amount you will use at the end of each year to reduce the value of the asset.

• You are a project manager and have been asked to assess the value of an asset on your project at the end of year four (4) using SYD. Assuming the asset costs $650,000 to purchase, has a residual value of $87,500, and is depreciated based on a five (5) year schedule what is the assessed value?

• Quality assurance falls into the conformance work category. PMBOK® Guide, 5th edition, p. 244
• The key benefit of the Manage Stakeholder Engagement process can be summarized best in which of the following statements?

• It allows the project manager to increase support and minimize resistance from stakeholders.

• Confronting the issue is what PMI states is the most effective method for addressing problems on a project.
• You are managing a project with a total budget of $450,000. According to the schedule, your team should have completed 45% of the work by now. But at the latest status meeting, the team only reported that 40% of the work has actually been completed. The team has spent $165,000 so far on the project. How would you BEST describe this project?

• If you want to evaluate how the project is doing with respect to the schedule and budget, you need to calculate CPI and SPI. The first step is to write down the information you have so far: BAC = $450,000, planned % complete = 45%, actual % complete = 40% and AC = $165,000. Now you can calculate PV = BAC x planned % complete = $450,000 x 45% = $202,500. And you can calculate EV = BAC x actual % complete = $450,000 x 40% = $180,000. Now you have the information you need to calculate CPI and SPI. CPI = EV / AC = $180,000 / $165,000 = 1.09, which is above 1.0 - so your project is within its budget. And you can calculate SPI = EV / PV = $180,000 / $202,500 = .89, which is below 1.0 - so your project is behind schedule.

• - The perform quality assurance process is part of the executing process group. It is fed by the direct and manage project execution process and it feeds the distribute information process.
• The output to the perform quantitative risk analysis process are project document updates.
• The SWOT grid is a risk identification tool and part of the Planning process. PMBOK® Guide, 5th edition, p. 326.
• A project expeditor has no authority to make decisions or spend money. Typically a true project manager can make decisions and often reports to a higher level authority, but this is not guaranteed.
• If all the stakeholders control your budget, you're in trouble. Funding primarily comes from the sponsor/ senior management, who can be a potential stakeholder. PMBOK® Guide, 5th edition, p. 54
• Not all of the processes are needed on all projects. This is because flexibility is a key concept for project management.
• A project statement of work describes at a high level, the scope of the product of the project
• S curve shows a relationship between Actual Cost , Planned Value and Earned Value.
• You have a standard you are trying to meet which takes both plan quality and perform quality assurance out of the mix. Perform quality analysis is a made up process. Only control quality represents a process where you are measuring against targets and trying to analyze the variances.  
• The inputs to the develop project team process include: - Human resource management plan - Project staff assignments - Resource calendars
• Time and Materials (T&M) contracts are used in labor contracts. In a T&M contract, the seller pays a rate for each of the people working on the team plus their material costs. The “Time” part means that the buyer pays a fixed rate for labor—usually a certain number of dollars per hour. And the “Materials” part means that the buyer also pays for materials, equipment, office space, administrative overhead costs, and anything else that has to be paid for.
• Changes are found in Monitor and Control Project Work; they are approved in Perform Integrated Change Control, and implemented in Direct and Manage Project Execution. When you are monitoring and controlling the project work, you are always looking for changes that might need to be made to your plan and assessing their impact. Then you present those changes to the change control board for approval. If they approve, you implement them in the Direct and Manage Project Execution process— that’s where all the work gets done.
• The project scope statement subsumes the requirements and the work required to create the deliverables.
• Procurement documents are an output of the plan procurements process. This is part of the planning process group.
• Contingency reserves or reserve analysis are created to address ‘known unknowns’ and are a function of the risk assessment process. They are not included in earned value calculations and are not part of the budget estimate.
• The tools and techniques for cost estimating include: - Expert judgment - Analogous estimating - Parametric estimating - Bottom-up estimating - Three-point estimates - Reserve analysis - Cost of quality - Project management estimating software - Vendor bid analysis - Group decision-making techniques
• e PMP Code of Professional Condut tells us that an important part of any project manager’s career is enhancing personal professional competence. This means increasing your knowledge and applying it so that you can improve your ability to manage projects.
• When you’re asked to use benefit-to-cost (BCR) ratios to select a project, always choose the project with the highest BCR because that’s the project that gives you the most benefit for the least cost. An easy way to do it is to divide: Project A has a BCR of 5:2, and 5 / 2 is 2.5. Do that with all four projects, and you find that project C has the highest BCR. Don’t assume that every time you see a fishbone diagram the question is talking about Perform Quality Control.
• - The Unit of Production Method, or UOP is defined by first calculating the amount of value the asset loses with each unit produced. This is done with the formula: Cost - Residual Value Est. Useful Life This result is the multiplied by the number of units produced giving you the lost value. By subtracting this number from the original purchase price you obtain the current value.
• The detailed content of the components contained in a WBS, including work packages, their complete descriptions and control accounts is called the WBS dictionary. It is the best tool for seeing how the project fits together from this list.
• Control account helps to identify cost centers or a charge code.
• oe is doing root-cause analysis on process problems: that’s Perform Quality Assurance. Remember, Perform Quality Control is when you are trying to find problems in your work products through inspection. Perform Quality Assurance is when you are looking at the way your process affects the quality of the work you are doing.
• By definition the, critical path is the longest path through the network that contains no float or slack. After the CP is created, there are schedule compression techniques that can be applied, but each of these techniques carries risk. (Fast track or crash).
• The tools and techniques used in the conduct procurements process include: - Bidder conferences - Proposal evaluation techniques - Independent estimates - Expert judgment - Advertising - Analytical techniques - Procurement negotiations
• The inputs to estimate activity resource include: - Schedule management plan - Activity list - Activity attributes - Resource calendars - Risk register - Activity cost estimates - Enterprise environmental factors - Organizational process assets
• The risk register is an output of the identify risks process. This process is part of the planning process group.
• The inputs to control stakeholder engagement process include: - Project management plan - Issue log - Work performance data - Project documents
• TCPI

• (BAC-EV)/(BAC-AC) IN BUDGET
• (BAC-EV)/(EAC-AC) OUT OF BUDGET

• The fact that Kevin is full time tells you he does not work in a weak matrix organization, and the fact that he has a low level of authority tells you he does not work in a strong matrix or projectized organization. Only the balanced matrix meets these criteria.
• In a balanced matrix organization the project manager's authority is low to moderate, they have a low to moderate level of resource availability, the project budget is under mixed control, only 15%-60% of the personnel are assigned to projects full time, the project manager is full-time assigned to a project, the project manager has the title of project manager or project officer, and they do have part-time administrative support.
• A project lifecycle provides much information about a project, but it does not describe who owns deliverables. The closest tool to this would be a responsibility assignment matrix.
• Product lifecycle addresses the lifetime of the product; project life cycle is to work needed to create the product.
• Phase-end reviews represent the end of one project phase. Although they can be combined with the authorization for the next phase this is not required. These decision points are not the same thing as a milestone as a milestone represents the achievement of a major marker.
• To Complete Performance Index (TCPI): describes the cost projection of the remaining work that must be achieved to meet the goals of the project
• Reward work will cause likely compliance. All the other choices would cause possible compliance.
• Double Declining Balances or DDB is an accelerated depreciation method. Begin by calculating depreciation as if using the straight line method. Then determine the total percentage of the asset that is depreciated the first year and double it. Each subsequent year, that same percentage is multiplied by the remaining balance to be depreciated.
• Lessons learned are always a part of the Organizations process assets.It is such assets that enable an organization take informed decisions.
• According to Hertzberg's theory the following are examples of hygiene factors: - Working conditions - Salary - Personal life - Relationships at work - Security – Status
• Variance es el cuadrado de PERT (PES- OPT/6)
• The correct answer is functional as this is the only organizational structure where the PM does not have the ability to assign resources she needs.
• Progressive elaboration is the process of developing the project in steps or continuing increments. In many cases you do not know what needs to be done to complete a particular deliverable, but you know the deliverable exists. In these situations the WBS can be effectively used to communication the need for the work package to be completed with a placeholder package that is defined in detail at a later stage.
• The outputs from the conduct procurements process include: - Selected sellers - Agreements - Resource calendars - Change requests - Project management plan updates - Project document updates

• Make-or-buy are the planning process

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