PMP Certification Questions

• Develop Project Management Plan


• Scope Planning


• Scope Definition


• Create WBS


• Activity Definition


• Activity Sequencing


• Activity Resource Estimating


• Activity Duration Estimating


• Schedule Development


• Cost Estimating


• Cost Budgeting


• Quality Planning


• Human Resource Planning


• Communications Planning


• Risk Management Planning


• Risk Identification


• Qualitative Risk Analysis


• Quantitative Risk Analysis


• Risk Response Planning


• Plan purchases and Acquisitions


• Plan Contracting

A Portfolio is a collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives.

1. Project Charter refers to a statement of objectives in a project.

 
2. It provides a preliminary delineation of roles and responsibilities, outlines the project objectives, identifies the main stakeholders, and defines the authority of the project manager.

 
3. It serves as a reference of authority for the future of the project. The terms of reference are usually part of the project charter.

Cost Estimating - Developing an approximation of the costs of the resources needed to complete  project activities.

Cost Budgeting - Aggregating the estimated costs of individual activities or work packages to establish a cost baseline

Cost Control - Influencing the factors that create cost variances and controlling changes to the project budget.

The Project Procurement Management processes include the following:

Plan Purchases and Acquisitions - determining what to purchase or acquire and determining when and how.

Plan Contracting - documenting products, services, and results requirements and identifying potential sellers.

Request Seller Responses - obtaining information, quotations, bids, offers, or proposals, as appropriate.

Select Sellers - reviewing offers, choosing among potential sellers, and negotiating a written contract with each seller.

Contract Administration - managing the contract and relationship between the buyer and seller , reviewing and documenting how a seller is performing or has performed to establish required corrective actions and provide a basis for future relationships with the seller, managing contract-related changes and, when appropriate , managing the contractual relationship with the outside  buyer of the project.

Contract Closure - completing and settling each contract, including the resolution of any open items, and closing each contract applicable to the project or a project phase 

Plan-do-check-act cycle

Project Stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be affected as a result of project execution or project completion.

Stakeholders may have a positive or negative.

Positive stakeholders are those who would normally benefit from a successful outcome from the project, while negative stakeholders are those who see negative outcomes from the project's success.

I. Inputs

• Risk management plan


• Risk register

II. Tools and Techniques

• Strategies for negative risk or threats


• Strategies for positive risks or opportunities


• Strategies for both threats and opportunities


• Contingent response strategy

III. Outputs

• Risk register (updates)


• Project management plan (updates)


• Risk - related contractual agreements