PMP - Project Management Framework

1) Which of the following does't best describe a project?

a. An activity which has a beginning and an end undertaken to create a product.
b. An activity which has a beginning and an end undertaken to create a service.
c. A Group of activities which has a beginning and an end undertaken to create a product.
d. An activity is doing ongoing repetitive tasks or work.

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2) Which of the following is not true about portfolio management?

a. Collection of projects, programs and other works grouped together.
b. The projects or programs under a portfolio are inter related.
c. Portfolio management focuses on making sure the projects or programs are prioritized for resources.
d. Project portfolio uses various methods for analyzing and managing a group of current as well as proposed projects.

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3) Program management is centralized, coordinated management of projects to achieve the strategic goals and objectives. So managing projects together as a program is required always despite how value it. Is that true?

a. Yes.
b. No.
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4) Which of the following is not a function of PMO in supporting project managers?

a. Providing coaching on how to manage projects.
b. Identifying risks and develop risk management plan.
c. Develop and manage procedures, policies, templates and other documentation.
d. Auditing projects to ensure the project is meeting the quality standards.

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5) Which of the following is not a responsibilty of a project manager?

a. Resource planning.
b. Documentation.
c. Managing resources in the organization.
d. Performing integration.

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6) In which organizational structure the organization is grouped by areas of specialization within different functional areas?

a. Functional organization.
b. Projectized organization.
c. Only Functional Matrix organization.
d. All Matrix organizations.

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7) In which organizational structure project managers don't have control or might not be available?

a. Weak matrix organization.
b. Composite organization.
c. Balanced matrix orhanization.
d. Strong matrix organization.

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8) Which of the below an external environmental factor that might impact or influence a project's success?

a. Culture and structure of the performing organization.
b. Facilities, equipments and project management information systems of the organization.
c. Market conditions.
d. Higher management of the organization.

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9) Which of the below an organization process asset that might be involved in projects?

a. Formal or informal plans.
b. Policies, guidelines, templates.
c. Lessions learned.
d. All the above.

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10) Which of the below is a characteristic of project life cycle?

a. Phases within a project might be overlapping.
b. Phases may last for several years.
c. Phases are sequencial.
d. Each phase will occur only once.

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11) Which of the below is not a major step in product life cycle?

a. Product development.
b. Product growth.
c. Product maturity.
d. Product distribution.

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12) In a software organization that produces software products, what is the role of one who manages both the individual product releases and the coordination of multiple releases overtime?

a. Project manager.
b. Program manager.
c. Functional manager.
d. Portfolio manager.

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13) Which of the below is incorrect about the two project stakeholders - customer and sponsor?

a. Customer and sponsor are decide the risk tolerance.
b. Customer and sponsor may provide key events, milestones and deliverable due dates.
c. Customer and sponsor formally accepts the final product.
d. Customer and sponsor provide financial resources for the project.

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14) In an organization project managers share responsibility with functional managers for assigning and directing works to the members assigned to the project. Which of the following is not a responsibility of project manager?

a. Resource planning.
b. Cost planning, determing budget.
c. Performance appraisal of project members.
d. Defining tasks.

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15) Which of the below statement about solving problems in project management is not correct?

a. Problem solving involves both problem definition and decision making.
b. Problems may be technical, managerial or interpersonal.
c. Problem solving is in the management of interpersonal skills.
d. Problems have to be solved as soon as identified.

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16) In which of the below organization a PM has responsiblity of coordindating tasks but the decisions ae made by management?

a. Projectized.
b. Functional.
c. Weak Matrix.
d. Strong Matrix.

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Conclusions

1)
* Project can be defined as an activity that has a beginning and an end undertaken to create a unique product, service or result.
* A project is also can be a group of activities that has a beginning and an end to create a unique product, service or result.
* A project will end despite it met its objectives or not met due to various reasons.
* An operation is defined as doing an ongoing repetitive tasks or work, wheareas project will create a unique product, service or result.

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2)
* A portfolio is a collection of projects or programs also other works that are grouped together.
* A project portfolio uses various methods for analyzing and collectively managing a group of current and proposed projects based on many key characteristics.
* The projects or programs under a portfolio may or may not necessarily be interdependent or related each other.
* Portfolio management focuses on making sure the programs and projects are prioritized for resources to meet the objectives.

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3)
* A program is managing projects together as a group to obtain greater benefits by minimizing risks, cost etc.
* A program must show a value in managing the projects together. If no value, it cannot be a program.
* Program mamagement is centralized and coordinated management to achieve its goals and objectives.
* Program management coordinates on prioritizing resources across projects to meet the objectives.
* Projects under a Program would use common reources.

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4)
* PMO is an organization structure providing centralized coordinated management and support for projects in the organization.
* It helps providing coaching on how to manage projects, develop & manage stadard procedures.
* PMO help auditing projects to ensure meeting quality standards.
* PMO manage shared or common resources across projects.
* PMO is not accountable for any individual project management activities like identifying & handling risks.

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5)
* Project manager is reponsible for overall accomplishment of the project.
* Performing integration is the key role of PM.
* Plan & define scope, resource planning, estimate time, developing a budget, managing risks & issues are also responsibilities of PM.
* Risk analysis, documentation, strategic influencing, scalability & portability analysis, activity planning & sequencing are also responsibilities of PM.
* Developing schedules, cost engineering, controlling quality, creating charts & schedules, benefits realization are also responsibilities of PM.
* Team leadership, customer liaison are also responsibilities of PM.

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6)
* Functional organization structure is grouped by its different specialized areas. The scope of functional organization is usually limited to the boundries of the functional departments.
* Projectized organization is organized by projects wherein project managers have full authority over project teams.
* All matrix organizations organized into functional departments but projects are done by project teams having members from different functional departments.
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7)
* In strong matrix Project manager has the authority whereas functional manager has authority in weak matrix. In balanced matrix the authority is shared between the functional and project manager.
* In functional organization functional managers have control wherein project resources report to their own functional managers.
* In composite organization functional managers have control wherein the project team is formed to do the work and disbanded when the work is over. Project managers have limited control. It's clear now

8)
* Whichever the factors from inside the project organization that might impact or influence the success of projects are internal environmental factors.
* External conditions like customer project stake holders, political environment, market conditionas etc. also might influence or impact the project's success.
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9)
* Process related assets of any organization involved in the project can include - Formal/informal plans, policies, procedures, guidelines, lessions learned (historical information) etc.
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10)
* In project life cycle, phases may be overlapping but not sequential whereas in product life cycle phases don't overlap but are sequential.
* Phases in project life cycle donot last more than 6 months whereas phases in product life cycle go for several years.
* Phases in project life cycle may be repeated during project, but in product life cycle donot repeat.
* Any project goes through a series of stages during its lifecycle regardless of scope or complexity.
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11)
* The product life cycle usually consists of five major steps - Development, Introduction, Growth, Maturity & Finally and Decline.
* The product will be withdrawn from the market when it become obsolete.
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12)
* A program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.
* Programs may include elements of related work outside the scope of discrete projects.
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13)
* Sponsor provides the financial resources (in cash or kind) for the project, not customer.
* The customer on the other hand uses the final product.
* The sponsor and customer both might set risk tolerance/threshold, provide key events, decide on deliverable dates.
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14)
* Any organization structure in which the project manager shares responsibility with the functional managers for assigning priorities and for directing the work of persons assigned to the project is a matrix organization.
* In a matrix organization, Project Manager does not have authority on doing Performance Management, this task is done by the Functional Managers.
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15)
* Decision making includes analyzing the problem to identify viable solutions, and then making a choice from among them.
* Decisions can be made or obtained from the customer, team or functional manager. Once decisions made that must be implemented.
* Decisions have a time element that the right decision may not be the best always if it is made too early or too late
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16)
* In a Weak Matrix organization the PM plays role of a coordinator or expediter, decisions are primarily made by Management.
* Weak matrix organizations maintain many of the characteristics of a functional organization, and the project manager's role is more that of a coordinator or expediter than that of a manager.
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