Pmp integration chapter 4

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Project Integration ManagementChapter 4

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What is Project Integration

4.1 Develop Project Charter

4.2 Develop Project Management Plan

4.3 Direct and Manage Project Work

4.4 Monitor and Control Project Work

4.5 Perform Integrated Change Control

4.6 Close Project

KEY TERMS

Project Integration Management

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• Includes the processes and activities needed to identify, define,

combine, unify, & coordinate the various processes & project

management activities within the project management process groups.

• Ensures that the project processes are properly coordinated Tradeoffs

between competing objectives and alternatives in order to meet

stakeholder approval .

Project Plan Development

Project Plan Execution

Overall Change Control

• These processes may occur repeatedly over the project duration /

Historical Records are needed to perform project management well, they

are inputs to continuous improvement

Project Integration Management

Knowledge

Area

Process

Initiating Planning Executing Monitoring & Control Closing

Processes

• Develop

Project

Charter

• Develop

Project

Management

Plan

• Direct and

Manage

Project

Execution

• Monitor and Control

Project Work• Perform Integrated

Change Control

• Close

Project

Enter phase/

Start project

Exit phase/

End project

Initiating

Processes

Closing

Processes

Planning

Processes

Executing

Processes

Monitoring &

Controlling Processes

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4.1- Develop Project Charter

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4.1- Develop Project Charter

The process of developing a document that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholder’s needs and expectations ( PROJECT BIRTH CERTIFICATE )

Project are authorized by someone external to the project such as sponsor, PMO, portfolio steering committee.

Project charter can be created by them or delegated to Project Manager.

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Develop Project Charter INPUTS :

1- Project Statement of Work.

A narrative description of products or services to be delivered by the

project.

The SOW includes:

Business need

Product scope description

Strategic plan

2- Business Case

Provide the necessary information from business standpoint to

determine whether or not the project is worth the required investment.

It is a result for:

Market Demand / Organizational Need / Customer Request / Technological

Advance / Legal Requirement / Ecological (Environmental) Impact /

Social Need

Project selection

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Two categories:

1. Benefit measurement methods (Comparative approach)

Murder board (a panel of people who try to shoot down a new

project idea)

Peer review

Scoring models

* Economic models (described next)

2. Constrained optimization methods (Mathematical approach)

Linear programming

Integer programming

Dynamic programming

Multi-objective programming

Project Selection – Economic Models

Present value (PV): The value today of future cash flows

Question

What is the present value PV of $300,000 received three years from now if we expect the interest rate to be 10 percent?

$300,000 / (1 + 0.1)3

PV = $300,000/1.331 = $225,394.

Net present value (NPV):

Project with positive & greater NPV value is better. It is the present value of the total benefits (income or revenue) minus the costs over many time periods

nr1

FVPV

FV = future value

r = interest rate

n = number of time period

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Question

An organization has two projects to choose from. Project A will take three years

to complete and has an NPV of $45,000. Project B will take six years to

complete and has an NPV of $85,000. Which one is a better investment?

Answer Project B.

How to calculate NPV

NPV = 353-291 = 62

Time

period

Income /

Revenue( given )

PV of income at 10%

Interest Rate

Cost ( given )

PV of Cost at 10%

Interest R0ate

0 0 0 200 200

1 50 45 100 91

2 100 83 0 0

3 300 225 0 0

TOTAL 353 291

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Internal rate of return (IRR): Project with greater IRR value is better. It is the rate between the cost and the revenue.

Question

An organization has two projects from which to choose: Project A with an IRR of 21 % or Project B with an IRR of 15 %. Which one is a better option?

Answer Project A

Payback period:

The number of time periods it takes to recover your investment in the project before you start accumulating profit. ( Break Even Point )

Question

There are two projects from which to choose: Project A with a payback period of six months or Project B with a payback period of 18 months. Which one should the organization select?

Answer Project A

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Benefit-cost ratio:

compares the benefits to the costs of different options

Project with greater benefit-cost ratio value is better.

How much dollars i receive (Production) when spending 1 $

Question

What does a benefit cost ratio of 1.7 mean?

A. The costs are greater than the benefits.

B. Revenue is 1.7 times the costs.

C. Profit is 1. 7 times the costs.

D. Costs are 1. 7 times the profit.

Answer B.

The benefits, or revenue, the project brings to the organization are 1.7 times the cost of the initiative.

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Question

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Project A Project B A OR B

PV 95000 $ 75000 $

IRR 13 % 17 %

Payback Period 16 month 21 month

Cost Benefit Ratio 2.79 1.3

Question

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PV 95000 $ 75000 $

IRR 13 % 17 %

Payback Period 16 month 21 month

Cost Benefit Ratio 2.79 1.3


PV 95000 $ 75000 $ A

IRR 13 % 17 % B

Payback Period 16 month 21 month A

Cost Benefit Ratio 2.79 1.3 A

Project Selection – Important Terms

Opportunity Cost:

the opportunity given up by selecting one project over another

Question

An organization has two projects to choose from. Project A has an NPV of $45,000. Project B has an NPV of $85,000. What is the opportunity cost of selecting project B

Answer Project B.

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Sunk Costs:

Are expended costs

Should not be considered when deciding whether to continue with a troubled project.

Question

An organization has a project with an initial budget of $1,000,000. The project is half complete, and it has spent $2,000,000. Should the organization consider the fact that it is already $1,000,000 over budget when determining whether to continue with the project?

Answer No. The money spent is gone.

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Law of Diminishing Returns:

After a certain point, adding more input/resource will not produce a proportional increase in productivity

A single programmer may produce at a rate of 1 module per hour. With a second programmer, the two may produce at a rate of 1.75 modules per hour (0.75 increase). With a third programmer, the group may produce at a rate of 2.25 modules per hour (0.5 increase).

This disparity may be due to many factors. For example, added coordination is required between programmers.

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Working Capital

Current assets minus current liabilities for an organization.

Amount of money the company has available to invest

Depreciation

Straight line depreciation

Accelerated depreciation

Depreciates faster than straight line

Two forms:

(1) Sum of the Years Digits.

(2) Double Declining Balance.

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Straight line depreciation

A laptop is worth $1,000. It can be scrapped at the end of a 5 year life for $100.

It's value can be depreciated as follows. 1,000 - 100 = 900 $.

Divide by the number of years in it's useful life 900 ÷ 5 = 180 $.

You can depreciate that laptop $180 / year over it's 5 year life.

If we decided in year 4 that the laptop was good for an extra 5 years, we could only deduct a total of $180 over the next 5 years or $36 per year.

Year 1: 20% ($180)Year 2: 20% ($180)Year 3: 20% ($180)Year 4: 20% ($180)Year 5: 20% ($180)

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Question

Which of the following sequences represents straight line depreciation?

A. $100,$100,$100

B. $100,$120,$140

C. $100,$120,$160

D. $160,$140,$120

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Question

Which of the following sequences represents straight line depreciation?

A. $100,$100,$100

B. $100,$120,$140

C. $100,$120,$160

D. $160,$140,$120

Answer A

Straight line depreciation uses the same amount each time period.

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1. Sum of the Years Digits ( for the previous Laptop worth 1000$ )

It essentially front loads what you can deduct instead of spreading it over the useful life.

First we take the asset's useful life and add together the digits for each of those years.

We add 1 + 2 + 3 + 4 + 5 = 15.

Each number is then divided by the "sum of years" to determine the percentage by which the asset should be depreciated each year.

The largest deduction is taken the first year and a lesser amount each successive year.

Year 1: 5 ÷ 15 = 33% ($297)Year 2: 4 ÷ 15 = 27% ($243)Year 3: 3 ÷ 15 = 20% ($180)Year 4: 2 ÷ 15 = 13% ($117)Year 5: 1 ÷ 15 = 07% ($63)

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2. Double Declining Balance ( for the previous Laptop worth 1000$ )

.First compute the straight-line depreciation.

Then figure out the total percentage of the asset that is depreciated the first year and double it.

Straight line depreciation applied $180 the first year or 20%.

Under this method, double that figure the first year: 40% or $360.

That figure should be applied annually until the remaining value makes that impossible.

Year 1: 5 ÷ 15 = 40% ($360) (straight line = 20%) so double it.

Year 2: 4 ÷ 15 = 40% ($360) (straight line = 20%) so double it.

Year 3: 3 ÷ 15 = 20% ($180) (straight line = 20%) can not double it. Not enough.

Year 4: 2 ÷ 15 = 0% ($0)Year 5: 1 ÷ 15 = 0% ($0)

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Develop Project Charter: T & T

1. Expert Judgment, knowledgeable and experiences persons

Other units within the organization

Consultants

Different Stakeholders (including the customer)

Professional and technical associations

Industry groups

Subject Matter Experts

Project Management Office

2. Facilitation Techniques

Brainstorming, conflict resolution, problem solving, and meeting

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Develop Project Charter: Outputs

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Project Charter, usually includes:

Project Purpose/Justification

Measurable Project Objectives

High-level requirements

Assumptions and Constraints

High level project description

High level Risks

Summary budget & milestones

Initial Stakeholder List

Project Approval Requirements

Assigned Project Manager

Name and Authority of the sponsor

Project

Charter

Project Purpose/Justification

Measurable Project Objectives

High-level requirements

Assumptions and Constraints

High level project description

High level Risks

Summary budget & milestones

Initial Stakeholder List

Project Approval Requirements

Assigned Project Manager

Name and Authority of the sponsor

4.1- Develop Project Charter: OUTPUTS

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OUTPUT

EEF

THE PROJECT CHARTER

CONTRACT

(IF ANY)

BUSINESS

CASE

(SOW)

OPA

TOOLS &

TECHNIQUES

EXTERNAL SMEs

EXPERTS JUDGMENTSFACILITATION TECHNIQUES

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4.2- Develop Project Management Plan

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4.2- Develop Project Management Plan

The process of documenting the actions necessary to define, prepare, integrate and coordinate all subsidiary plans.

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PROJECT MANAGEMENT INF. SYSTEM ( EEF Page 84 )

The project management information system, which is part of the environmental factors,

Provides access to: tools, such as a scheduling tool, a work authorization system, a configuration management system, an information.

Collection and distribution system, or interfaces to other online automated systems. Automated gathering.

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CHANGE CONTROL SYSTEM ( PMIS / EEF )

Baselines of the SCOPE,SCHEDULE AND BUDJET that CAN BE CHANGED. WHEN CHANGE IS ENCOUNTERED, THE PROJECT MANAGEMENT PLAN MUST BE CONSULTED FIRST TO DECIDE HOW TO PROCEED.

Change Management Plan

Describes how changes will be managed and controlled.

Covers for the project as whole

May includes:

Change control procedures (how and who) The approval levels for authorizing changes The creation of a change control board to approve changes A plan outlining how changes will be managed and controlled Who should attend meetings regarding changes Tools to use to track and control changes

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Configuration Management System ( PMIS / EEF )

It defines how you will manage changes to the deliverables and processes and the resulting documentation, including which organizational tools you will use in this effort.

Configuration Management Plan is a plan for making sure everyone knows what version of the scope, schedule, and other components of the project management plan is the latest version.

Recording any changes to the documents and its implementation status.

Includes documentation, tracking system & defined approval levels necessary for authorizing & controlling changes

Change Control Board (CCB) is responsible for approving or rejectingchange requests.

Roles and responsibilities of CCB are defined within configuration controland change control procedure

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Develop project management plan: T & T

1. Expert Judgment, knowledgeable and experiences persons

Other units within the organization

Consultants

Different Stakeholders (including the customer)

Professional and technical associations

Industry groups

Subject Matter Experts

Project Management Office

2. Facilitation Techniques

Brainstorming, conflict resolution, problem solving, and meeting

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1- Project

Management

Plan

The project management plan is the document that

describes how the project will be executed,

monitored, and controlled. It integrates and

consolidates all of the subsidiary plans and

baselines from the planning processes.

Project baselines include, but are not limited to:

• Scope baseline

• Schedule baseline

• Cost baseline

4.2-Develop Project Management Plan OUTPUTS

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1- Project

Management

Plan

Subsidiary plans include, but are not limited to:

• Scope management plan

• Requirements management plan ( part of scope

management plan )

• Schedule management plan

• Cost management plan

• Quality management plan

• Process improvement plan ( part of quality

management plan )

• Human resource management plan

• Communications management plan

• Risk management plan

• Procurement management plan

• Stakeholder management plan

4.2-Develop Project Management Plan OUTPUTS

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OUTPUT

ENTERPRISE

ENVIRONMENT

AL

FACTOR (EEF)

THE PROJECT MANAGEMENT PLAN

PROJECT

CHARTER

ORGANIZATIONAL

PROCESS

ASSETS

(OPA)

TOOLS &

TECHNIQUES

EXPERT JUDGEMENTS &

SCHEDULE

MGMT

PLAN

REQUIREMT

MGMT

PLANSCHEDU

LE

BASELINE

COST

MGMT

PLANSCOPE

BASELINE

PROJECT

SCOPE

STMNT

SCOPE MGMTPLAN

COMM

MGMT

PLAN

QUALITY

MGMT

PLANPROCESS

IMPRVMNT

PLAN

PRCRMNT

MGMT

PLANRISK

MGMT

PLAN

HUMAN

RESOURCE

PLAN

COST

PRFRMNCE

BASELINE

STKHOLDR

MGMT

PLAN

THESE ARE ALL THE OUTPUTS

FROM VARIOUS PLANNING

PROCESSES – THEY ARE NOW

INPUTS TO THE DEVELOPMENT

OF

THE PROJECT MANAGEMENT

PLANFACILITATION TECHNIQUES

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4.3- Direct & Manage Project Work

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Process of performing the work defined in the project management plan & implementing approved changes to achieve project’s objectives.

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Direct & manage project work activities includes:

Perform activities to accomplish project objectives

Create project deliverables to meet the planned project work

Provide, train & manage team members assigned to the project

Obtain, manage & use resources

Implement planned methods & standards

Establish communication channels

Generate work performance data such as cost, schedule, technical & quality progress

Issue change request & implement the approved changes

Manage risk & implement risk response activities

Manage stakeholders’ engagement

Collect & documents lessons learned

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1. the performance data collected from various controlling

processes.

2. work performance data has been transformed into

work performance information.

3. work performance information has been transformed

into work performance report.

4. Work performance reports are the physical or electronic

representation of work performance information

5. Examples of work performance reports status reports, memos, justifications, information notes, recommendations,

and updates.

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Direct & Manage Project Work Inputs

• Change Requests

A change request is a formal proposal to modify any document,

deliverable, or baseline.

• Corrective action—An intentional activity that realigns the

performance of the project work with the project management plan.

• Preventive action—An intentional activity that ensures the future

performance of the project work is aligned with the project management

plan.

• Defect repair—An intentional activity to modify a nonconforming

product or product component.

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Approved change requests

• are an output of the Perform Integrated Change Control process.

• Requests reviewed and approved for implementation by the change

control board (CCB).

• The approved change request may be a corrective action, a

preventative action, or a defect repair.

• Approved change requests are scheduled and implemented by the

project team, and can impact any area of the project or project

management plan.

• The approved change requests can also modify the policies, project

management plan, procedures, costs, or budgets or revise the

schedules.

• Approved change requests may require implementation of preventive

or corrective actions. 45

DELIVERABLES

• any unique and verifiable product, result or capability to

perform a service that is required to be produced to complete a

process, phase, or project.

• Deliverables are tangible components .

WORK

PERFORMANCE

DATA

• the raw observations and measurements identified during

activities being performed to carry out the project work.

• Data are often viewed as the lowest level of detail.

CHANGE

REQUESTS• a formal proposal to modify any document, deliverable, or

baseline

PROJECT

MNAGEMENT PLAN

UPDATESElements of the project management plan that may be updated.

PROJECT

DOCUMENTS

UPDATES

Project documents that may be updated include, but are not

limited to:• Requirements documentation………Project logs (issues, assumptions,

etc.),……… Risk register, and ………….Stakeholder register.

4.3- Direct & Manage Project Work Outputs

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OUTPUTS

PROJECT

MGMT

PLAN

OPA

TOOLS &

TECHNIQUE

S

EXPERT JUDGEMENTS

MEETINGS

APPROVED

CHANGE

REQUESTS

PROJECT MANAGEMENT

INFORMATION SYSTEM

DELIVERABLES

WORK PERFORMANCE

DATA

CHANGE

REQUESTS

PROJECT MNAGEMENT

PLAN UPDATES

PROJECT DOCUMENTS

UPDATES

EEF

DIRECT & MANAGE PROJECT WORK

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4.4- Monitor & Control Project Work

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The process of tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan.

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Compares actual project performance against the project

management plan.

Assesses performance to decide whether any

corrective or preventive actions are needed

Analyzes, tracks, and monitors project risk.

Maintains an accurate and timely information on the

project’s deliverables(s).

Provides cost and schedule forecasts.

Monitors the implementation of approved changes

when and as they occur.

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1. Project Management Plan

2. Schedule Forecasts (ETC)

3. Cost Forecasts (ETC, BA)

4. Validated Change Requests (including corrective

and/or preventive actions and defect repair)

5. Work Performance Information (SPI, CPI, CV, SV,

etc.)

6. EEF

7. OPA

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4.4- Monitor & Control Project Work Inputs

• This is the project manager's system for authorizing the

start of work packages or activities.

• It is part of the PMIS, which is part of the EEF that are an

input to this process.

• It manages when and in what sequence work will be

done.

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Work Authorization System ( EEF )

• (FTA) is a top down, deductive failure analysis in which

an undesired state of a system is analyzed using logic

relationships to combine a series of lower-level events.

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Fault tree analysis (is not required for exam )

• The focus is on the relationship between a dependent variable and

one or more independent variables.

• Determines the relationship of independent variables such as paint

quantity, dryer fan speed, and door weight to the dependent

variable of drying time.

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Regression Analysis ( will be explained later )

1. Analytical Techniques

Regression

Causal Analysis

Root Cause Analysis

Forecasting methods (time series, scenario building, etc.)

Fault tree analysis (FTA)

Reserve Analysis

Trend Analysis

Earned Value Management

Variance Analysis

Forecasting methods

2. Expert Judgment

3. Project Management Information Systems

4. Meetings57

Monitor & Control Project Work T & T

1 Change requests

2 Work Performance Reports

3 Project

management

plan updates

• Scope management plan (Section 5.1.3.1),

• Requirements management plan (Section 5.1.3.2),

• Schedule management plan (Section 6.1.3.1),

• Cost management plan (Section 7.1.3.1),

• Quality management plan (Section 8.1.3.1),

• Scope baseline (Section 5.4.3.1),

• Schedule baseline (Section 6.6.3.1), and

• Cost baseline (Section 7.3.3.1).

4 Project

documents

updates

• Schedule and cost forecasts,

• Work performance reports, and

• Issue log.

4.4- Monitor & Control Project Work OUTPUTS

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OUTPUTS

PROJECT

MGMT

PLAN

OPA

T & T

1. EXPERT JUDGEMENTS

SCHEDULE

FORECASTS

3. PROJECT MANAGEMENT INFORMATION SYSTEM

4. MEETINGS

WORK PERFORMANCE

REPORTS

CHANGE

REQUESTS

PROJECT MNAGEMENT

PLAN UPDATES

PROJECT DOCUMENTS

UPDATES

EEF

2. ANALYTICAL TECHNIQUES

COST

FORECAST

VALIDATED

CHANGES

WORK

PERFORMANCE INFO

MONITOR & CONTROL PROJECT WORK

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4.5- Perform Integrated Change Control

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4.5- Perform Integrated Change Control

The process of reviewing all change requests, approving changes &

managing changes to: the deliverables, organizational process assets, project

documents & the project management plan.

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Configuration management

Configuration Control is focused on the specification of both of the deliverables & the processes.

Change Control is focused on identifying, documenting, approving or rejecting changes to the project’s deliverables.

Some of the configuration management activities included in the perform integrated change control process are:

Configuration identification – provide basis definition & verification. Products & documents are labelled, changes managed & accountability maintained.

Configuration status accounting – info like listing of approved configuration identification, status & implementation of proposed changes are recorded & reported.

Configuration verification & audit – ensures that the composition & configuration items are tracked, correctly implemented to meet the defined configuration document. 62

Detailed Process for Making Changes

1- Prevent the root cause of changes.

2- Identify change.

3- Look at the impact of the change within the BASELINE.

4- Create a change request.

5- Perform integrated change control.

* Assess the change

* Look for options

* The change is approved or rejected

* Update the status of the change in the change log

* Update the project management plans and baseline

6- Get customer buy-in (if required)

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Change Control Log Template

OUTPUTS

PROJECT

MGMT

PLAN

OPA

T&T

1. EXPERT

JUDGEMENTS

2. MEETINGS

3. CHANGE CONTROL TOOLS

CHANGELOG

APPROVEDCHANGE

REQUESTS

PROJECT MNAGEMENT

PLAN UPDATES

PROJECT DOCUMENTS

UPDATES

EEFCHANGE

REQUESTS

WORK PERFORMANCE

REPORTS

MANUAL OR AUTOMATED MAY

BE USED BASED ON NEEDS

USED TO MANAGE CHANGE

REQUEST & COMMUNICATIONS

TO THE CCB

PERFORM INTEGRATED CHANGE

CONTROL 68

4.6- Close Project or Phase

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4.6- Close Project or Phase

1. The process of finalizing al activities across all of the project

management process groups to formally close the project or phase

2. Provide lessons learned, formal ending of project work and

release organization resources to pursue new endeavors.

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Administrative Closure

• Actions and activities necessary to satisfy completion or exit criteria for the phase or project.

• Actions and activities necessary to transfer the project’s products, services, or results to the next phase

• Activities needed to collect project or phase records, audit project success or failure, gather lessons learned and archive project information for future use by the organization.

OPA UPDATES

Project files

Project or phase closure documents

Historical information

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OUTPUTS

PROJECT

MGMT

PLAN

(OPA)

T&T

1. EXPERT JUDGEMENTS

2. MEETINGS3. ANALYTICAL TECHNIQUES

ORGANIZATIONAL PROCESS

ASSETS UPDATES

FINAL PRODUCT, SERVICE OR

RESULT TRANSITION

ACCEPTED

DELIVERABLES• REGRESSION ANALYSIS

• GROUPING METHODS

• CAUSAL ANALYSIS

• ROOT CAUSE ANALYSIS

• FORECASTING SCENARIOS

• FAILURE MODE & EFFECT

ANALYSIS

• TREND ANALYSIS

• EARNED VALUE MANAGEMENT

(EVM)

• VARIANCE ANALYSIS

CLOSE PROJECT OR PHASE73

Question

1- The customer has accepted the completed project scope. However, the lessons learned required by the project management office have not been completed. What is the status of the project?

A. The project is incomplete because it needs to be replanned.

B. The project is incomplete until all project and product deliverables are complete and accepted.

C. The project is complete because the customer has accepted the deliverables.

D. The project is complete because it has reached its due date.

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Question

1- The customer has accepted the completed project scope. However, the lessons learned required by the project management office have not been completed. What is the status of the project?

A. The project is incomplete because it needs to be replanned.

B. The project is incomplete until all project and product deliverables are complete and accepted.

C. The project is complete because the customer has accepted the deliverables.

D. The project is complete because it has reached its due date.

ANSWER : B

The lessons learned are project management deliverables, and therefore must be completed for the project to be complete. 75

Question

2 . When it comes to changes, the project manager's attention is BEST focused on:

A. Making changes.

B. Tracking and recording changes.

C. Informing the sponsor of changes.

D. Preventing unnecessary changes.

76

Question

2 . When it comes to changes, the project manager's attention is BEST focused on:

A. Making changes.

B. Tracking and recording changes.

C. Informing the sponsor of changes.

D. Preventing unnecessary changes.

ANSWER : D

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Question

3. The customer on a project tells the project manager they have run out of money to pay for the project. What should the project manager do FIRST?

A. Shift more of the work to later in the schedule to allow time for the customer to get the funds.

B. Close Project or Phase.

C. Stop work.

D. Release part of the project team.

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Question

3. The customer on a project tells the project manager they have run out of money to pay for the project. What should the project manager do FIRST?

A. Shift more of the work to later in the schedule to allow time for the customer to get the funds.

B. Close Project or Phase.

C. Stop work.

D. Release part of the project team.

ANSWER : B

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Question

4. All of the following are parts of an effective change management plan EXCEPT:

A. Procedures.

B. Standards for reports.

C. Meetings.

D. Lessons learned.

80

Question

4. All of the following are parts of an effective change management plan EXCEPT:

A. Procedures.

B. Standards for reports.

C. Meetings.

D. Lessons learned.

ANSWER : D

Lessons learned are reviews of the processes and procedures after the fact, to improve them on future projects.

81

Question

5- Integration is done by the:

A. Project manager.

B. Team.

C. Sponsor.

D. Stakeholders.

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Question

5- Integration is done by the:

A. Project manager.

B. Team.

C. Sponsor.

D. Stakeholders.

ANSWER : A

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Question

6 . Double declining balance is a form of:

A. Decelerated depreciation.

B. Straight line depreciation.

C. Accelerated depreciation.

D. Life cycle costing.

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Question

6 . Double declining balance is a form of:

A. Decelerated depreciation.

B. Straight line depreciation.

C. Accelerated depreciation.

D. Life cycle costing.

ANSWER : C

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Question

7 . A project management plan should be realistic in order to be used to manage the project. Which of the following is the BEST method to achieve a realistic project management plan?

A. The sponsor creates the project management plan based on input from the project manager.

B. The functional manager creates the project management plan based on input from the project

manager.

C. The project manager creates the project management plan based on input from senior

management.

D. The project manager creates the project management plan based on input from the team.

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Question

7 . A project management plan should be realistic in order to be used to manage the project. Which of the following is the BEST method to achieve a realistic project management plan?

A. The sponsor creates the project management plan based on input from the project manager.

B. The functional manager creates the project management plan based on input from the project

manager.

C. The project manager creates the project management plan based on input from senior

management.

D. The project manager creates the project management plan based on input from the team.

ANSWER : D87

Question

8 . You are in the middle of executing a major modification to an existing product when you learn that the resources promised at the beginning of the project are not available. The BEST thing to do is to:

A. Show how the resources were originally promised to your project.

B. Re-plan the project without the resources.

C. Explain the impact if the promised resources are not made available.

D. Crash the project.

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Question

8 . You are in the middle of executing a major modification to an existing product when you learn that the resources promised at the beginning of the project are not available. The BEST thing to do is to:

A. Show how the resources were originally promised to your project.

B. Re-plan the project without the resources.

C. Explain the impact if the promised resources are not made available.

D. Crash the project.

ANSWER : C

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Question

9 . During a project executing, the project manager determines that a change is needed to material purchased for the project. The project manager calls a meeting of the team to plan how to make the change. This is an example of:

A. Management by objectives.

B. Lack of a change management plan.

C. Good team relations.

D. Lack of a clear work breakdown structure.

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Question

9 . During a project executing, the project manager determines that a change is needed to material purchased for the project. The project manager calls a meeting of the team to plan how to make the change. This is an example of:

A. Management by objectives.

B. Lack of a change management plan.

C. Good team relations.

D. Lack of a clear work breakdown structure.

ANSWER : B

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Question

10 . Project A has an internal rate of return (IRR) of 21 percent. Project B has an IRR of 7 percent. Project C has an IRR of 31 percent. Project D has an IRR of 19 percent. Which of these would be the BEST project?

A. Project A

B. Project B

C. Project C

D. Project D

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Question

10 . Project A has an internal rate of return (IRR) of 21 percent. Project B has an IRR of 7 percent. Project C has an IRR of 31 percent. Project D has an IRR of 19 percent. Which of these would be the BEST project?

A. Project A

B. Project B

C. Project C

D. Project D

ANSWER : C

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Pmp integration chapter 4

Leadership & Management

Transcript of Pmp integration chapter 4