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The configuration Project Management system, a part of the PM that , . When you monitor your project, you might be checking the actual time it'- taking you to do scheduled work versus the amount of time you planned, or you might be gathering information on the number of defects you have lound versus the number you expected. In both cases, it's possible that you might lind problems. If you do. you have tu change the wa you do your work and keep your project fiont being dragged down. When you...

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This .s every *ece of paper or computer f ile you made along the way itineraries, Co es ok TV- li. i at c t e lessons learned, JO that future projects can take advantage oJ them This Conves from the work performance information that you and your team gathered throughout the project Tin- teat hers have gone through their entire itinerary. They're now 011 their way to Paris, which is the final leg of their tout. They've had a great lime, and now it'< time for you to finish up. Kvery project...

Tiv

The forms and templates here W.II be really useful The forms and templates here W.II be really useful Any time you see approved changes or change requests, it means that change control is somew here nearby. Keep your eye out for them. ( )ne wa to get a clear picture of all of tin* work that needs to Ik- done on a project is to create a work breakdown structure, lite US doesn't show the order of the work packages or any dependencies between them. Its only goal is to show the work involved in...

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It outlines techniques or planning and tracking your Costs it kelps you learn how to plan w and protect against de+ects in your project The PMBOK* Guide is really just a collection of things that you probably already know a lot about. It defines four major areas of responsibility for a project manager. We've listed these four areas below your job is to write down what you think each area of responsibility means. 1. Identify the requirements for the project 2. Establish objectives that can be...

Ixaw Questions

Which of the following is NOT a project C. Running an IT support department 7. Which of the following is NOT one of the triple constraints 8. Which of the following is NOT true about the triple constraint A. The project manager needs to pay attention to all three constraints. B. You can increase quality by increasing scope. C. A change in one of the three constraints often leads to a change in the other two D. Any change in time, cost, or scope can potentially affect quality 9. You're the...

Cost

WKen your project schedule -uns late, you've usually blown your budget, ioo loi Kate's project to succeed, she needs 10 think about the triple constraint II she doesn't manage these three constraints at the SjtfjW Iiine. shr'jj find that hrr nroirci is eilher lair. nyrrbllf geC nr unacceptable 10 her customers. If you don't anay all three Constraints at the same time, you risk stretching tbe triple Constraint in favor of just one Constraint If you don't anay all three Constraints at the same...

Exam Questions

You're a project manager working on a software engineering project. The programmers have started building the software, and the testers have started to create the test environment. Which process group includes these activities 2. Which of the following Is not a stakeholder A The project manager who is responsible for building the project B A project team member who will work on the project C A customer who will use the final product D A competitor whose company will lose business because of the...

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Mathematical model B Mathematical model ) B Mathematical model B Mathematical model Here is a list of actions that are recommended by a project manager. Which are preventive and which are corrective ExeRCtte 1. A software project is running late, so a software project manager looks to find slack time and reassign rcsourccs to get things done more quickly. I Drawcntiu ortinn I i fnrrariinet o *ti n I IblVMIIIV UVUVII - f VWIIUVUIb UUIIUM 2. A caterer notices that the crudit s are all gone and...

Hko

Send the design work to an outside studio Send the design work to an outside studio You've seen this one before Bring in an expert to help you figure out what work needs to be done. Q.- Is product analysis the same as requirements gathering Net exactly When people gather requirements, they re trying to understand what needs the product should till Requirements are the contents of the product. When you use product analysis to define the scope of the work to be done, you're figuring out what...

U C J H U

This looks like too much, fun to be a PMP study guide Behind the quirky humor and nutty graphics lies an excellent explanation of the project management processes. Not only will this hook make it easier to pass the PMP exam, you'll learn a lot of good stuff to use on the job, too. Head First PMP attempts to educate potential project managers instead of being a mere 'how to pass the PMP exam' book this is truly something that sets it apart. Jack Dahlgren, Project Management Consultant by...

I I

Oops Looks like the magnets fell off the fridge. Here's your chance to practice breaking down the work to create a different WBb using the same magnets as before. But this time, instead of decomposing project phases into work packages, break the project down by deliverable. On this page, create a work breakdown structure broken down by deliverable. Project Scope Management Magnets Solutions Can you think of a reason that Mike would break Cows Gone Wild III work down by phase Can you think of...

Anatomy of a process

You can think of each process as a little machine. It takes the inputs information you use in your project and turns them into outputs documents, deliverables, and decisions. The outputs help your project come in on time, within budget, and with high quality, liven single process has inputs, tools and techniques that are used to do the work, and outputs. ttere's where you put all m amp r-aU you need k do your work like testes for your documents or pities and rules that yow Company ollowS-thdt...