119 Free Online PMP Practice Exam Questions On Planning the Project

119 Free Online PMP Practice Exam Questions On Planning the Project which are designed to help you concentrate on information included in the domain II(planning the project). Please click here to get further PMP information. If you do not fail again, or you want to pass at the first time that it is the best way to help prepare your knowledge by remember deeply the concept during your practice. It is important to note that you should get fully understanding each question’s requirement to answer correctly the questions. At our site, you have a lot of time to read questions and understand them, but in your real exam, you have just only 4 hours to complete perfectly 200 questions. Thus, you need to memorize all information beofore sitting your exam. Now, try it out with 119 quiz questions below , which are divided 3 pages that you can practice easily and quickly.

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119 PMP Practice Exam Questions On Planning the Project Free Online - Page 1

Outputs of Close Project or Phase

• Final Product, Service or Result Transition• Organizational Process Assets Updates
• Deliverable status• Schedule progress• Costs incurred
• Expert Judgment• Change Control Meetings
• Organization communication requirements,• Financial controls procedures (e.g., time reporting, accounting codes, expenditure and disbursement reviews, and standard contract provisions),• Issue and defect management procedures,• Risk control procedures including risk categories, probability definition and impact, and probability and impact matrix,• Process measurement database used to make available measurement data on processes and products,• Lessons learned database

Outpus of Monitor and Control Project Work

• Forecasts,• Performance reports, and• Issue log
• Schedule management plan,• Cost management plan,• Quality management plan,• Scope baseline,• Schedule baseline, and• Cost performance baseline
• Change Requests• Project Management Plan Updates• Project Documentation Updates
• Business need• Product scope description• Strategic plan

Approved Deliverable

Any unique and verifiable product, result, or capability to perform a service that must be produced to complete a process, phase or project
An input if the project is being done for an external customer
Refers to the transition of the final product, service or result that the project was authorized to produce
Activate the change control mechanism and open up a change control

• Deliverable status• Schedule progress• Costs incurred

Purpose of Direct and Manage Project Execution
Direct and Manage Project Execution: Enterprise Environmental Factors
Direct and Manage Project Execution: Project Document Updates
Direct and Manage Project Execution: Work Performance Information

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

Project Management Plan
Purpose of Develop Project Management Plan
Configuration Management System
Develop Project Management Plan

Purpose of Perform Integrated Change Control

• Project Management Plan• Performance Reports• Enterprise Environmental Factors• Organizational Process Assets
The project management plan, the project scope statement, and other deliverables are maintained by carefully and continuously managing changes, either by rejecting changes or by approving changes thereby assuring that only approved changes are incorporated into a revised baseline. Conducted from project inception through completion. The applied level of change control is dependent upon the application area, complexity of the specific project, contract requirements, and the context and environment in which the project is performed
• Project Management Plan• Work Performance Information• Change Requests• Enterprise Environmental Factors• Organizational Process Assets
• Expert Judgement• Project Management Information System

Direct and Manage Project Execution: Change Requests

The aggregation of the processes, tools, techniques, methodologies, resources, and procedures to manage a project
• Project or phase closure guidelines or requirements (e.g., project audits, project evaluations, and transition criteria), and• Historical information and lessons learned knowledge base (e.g., project records and documents, all project closure information and documentation, information about both the results of previous project selection decisions and previous project performance information, and information from the risk management effort)
• Issued to modify project policies, procedures, project scope, cost, budget, schedule or quality• Can be direct or indirect• Externally or internally initiated• Optional or legally/contractually mandated• Always a formal process• Can include: Corrective Action, Preventative Action, Defect Repairs, Updates
An input if the project is being done for an external customer

Perform Integrated Change Control: Activities

An input if the project is being done for an external customer
Those deliverables that have been accepted through the Verify Scope process
• Influencing the factors that circumvent integrated change control so that only approved changes are implemented;• Reviewing, analyzing, and approving change requests promptly, which is essential, as a slow decision may negatively affect time, cost, or the feasibility of a change;• Managing the approved changes;• Maintaining the integrity of baselines by releasing only approved changes for incorporation into the project management plan and project documents;• Reviewing, approving, or denying all recommended corrective and preventive actions;• Coordinating changes across the entire project• Documenting the complete impact of change requests
• Expert Judgment• Change Control Meetings

• Market demand *• Organizational need• Customer request• Technological advance *• Legal requirement *• Government regulation *• Ecological impacts• Social need

Business needs
SOW
Contract
Defect Repair

Direct and Manage Project Execution

The process of performing the work defined in the project management plan to achieve the project's objectives
Documents the characteristics of the product that the project will be undertaken to create. The description should also document the relationship between the products or services being created and the business need that the project will address
• Provided by the project manager and the project management team using specialized knowledge• Additional expertise available: Other units within the organization; Consultants; Stakeholders, including customers or sponsors; and Professional and technical associations
The process of reviewing all change requests, approving changes, and managing changes to the deliverables, organizational process assets, project documents, and the project management plan

• Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement criteria• Project management plan template• Change control procedures including the steps by which official company standards, policies, plans, and procedures, or any project documents will be modified and how any changes will be approved and validated• Project files from past projects• Historical information and lessons learned knowledge base• Configuration management knowledge base containing the versio

Direct and Manage Project Execution: Activities
Inputs to Develop Project Management Plan
Perform Integrated Change Control: Organizational Process Assets
Develop Project Management Plan Organizational Process Assets

SOW References...

• Project Management Plan• Approved Change Requestes• Enterprise Environmental Factors• Organizational Process Assets
• Business need• Product scope description• Strategic plan
• Expert Judgment• Change Control Meetings
• Change Requests• Project Management Plan Updates• Project Documentation Updates

• Expert Judgement• Project Management Information System

Process Group for Direct and Manage Project Execution
Tools and Techniques for Direct and Manage Project Execution
Inputs to Direct and Manage Project Execution
Tools and Techniques for Define Project Charter

• Forecasts,• Performance reports, and• Issue log

Monitor and Control Project Work: Project Documentation Updates
Monitor and Control Project Work: Organizational Process Assets
Direct and Manage Project Execution: Project Management Plan Updates
Monitor and Control Project Work: Project Management Plan Updates

Process Group for Monitor and Control Project Work

Executing Process Group
Initiating Process Group
Monitoring and Controlling Process Group
Planning Process Group

• Project Management Plan• Performance Reports• Enterprise Environmental Factors• Organizational Process Assets

Control Project Work
Monitor and Control Project Work
Inputs to Direct and Manage Project Execution
Inputs to Monitor and Control Project Work

The documented, authorized changes to expand or reduce project scope

Project Management Plan
Performance Reports
Approved Change Requests
Approved Deliverable

Perform Integrated Change Control: Project Management Plan Updates

• Schedule management plan,• Cost management plan,• Quality management plan,• Scope baseline,• Schedule baseline, and• Cost performance baseline
• Expert Judgment• Change Control Meetings
• Any subsidiary management plans, and• Baselines that are subject to the formal change control process.• Changes to baselines should only show the changes from the current time forward. • Past performance may not be changed. This protects the integrity of the baselines and the historical data of past performance.
• The change request log• Any documents that are subject to the formal change control process

• The change request log• Any documents that are subject to the formal change control process

Monitor and Control Project Work: Project Documentation Updates
Perform Integrated Change Control: Project Document Updates
Perform Integrated Change Control
Perform Integrated Change Control: Project Management Plan Updates

Dtermining corrective or preventative actions or replanning and following up on action plans to determine if the actions taken resolved the performance issue

Monitor and Control Project Work
Monitor Project Work
Control Project Work: Activities
Control Project Work

Purpose of Close Project or Phase

• Provided by the project manager and the project management team using specialized knowledge• Additional expertise available: Other units within the organization; Consultants; Stakeholders, including customers or sponsors; and Professional and technical associations
• Review of all prior information from the previous phase closures to ensure that all project work is complete and that the project has met its objectives• Establishes the procedures to investigate and document the reasons for actions taken if a project is terminated before completion
Provides the necessary information from a business standpoint to determine whether or not the project is worth the required investment. Typically the business need and the cost-benefit analysis are contained in the business case
The process of performing the work defined in the project management plan to achieve the project's objectives

• Other units within the organization• Consultants• Stakeholders, including customers or sponsors• Professional and technical associations• Industry groups• Subject matter experts• PMO

Perform Integrated Change Control: Expert Judgement Sources
Define Project Charter Expert Judgement Sources
Develop Project Charter
Define Project Charter Entperise Environmental Factors

Successful Project Integration Requires...

• Project Management Plan• Work Performance Information• Change Requests• Enterprise Environmental Factors• Organizational Process Assets
• Standardized guidelines and work instructions• Communication requirements defining allowed communication media, record retention, and security requirements• Issue and defect management procedures defining issue and defect controls, issue and defect identification and resolution, and action item tracking• Process measurement database used to collect and make available measurement data on processes and products• Project files from prior projects• Issue and defect management database containing historical issue and defect status, control information, issue and defect resolution, and action item results
The project management plan, the project scope statement, and other deliverables are maintained by carefully and continuously managing changes, either by rejecting changes or by approving changes thereby assuring that only approved changes are incorporated into a revised baseline. Conducted from project inception through completion. The applied level of change control is dependent upon the application area, complexity of the specific project, contract requirements, and the context and environment in which the project is performed
A good communication management plan. It ensures good communication between the different project interfaces and team members. This is essential for project integration management.

• Project Management Plan• Approved Change Requestes• Enterprise Environmental Factors• Organizational Process Assets

Purpose of Direct and Manage Project Execution
Process Group for Direct and Manage Project Execution
Inputs to Direct and Manage Project Execution
Direct and Manage Project Execution

Accepted Deliverables

Monitoring and Controlling Process Group
Those deliverables that have been accepted through the Verify Scope process
An input if the project is being done for an external customer
Documents the organization's strategic goals

Change Request Status Updates

The documented, authorized changes to expand or reduce project scope
• The change request log• Any documents that are subject to the formal change control process
• Change requests are processed according to the change control system by the project manager or by an assigned team member. • If a change request is deemed feasible but outside the project scope, its approval requires a baseline change. • If the change request is not deemed feasible, the change request will be rejected and possibly sent back to the requester for additional information• Approved change requests will be implemented by the Direct and Manage Project Execution process. • The status of all changes, approved or not, will be updated in the change request log as part of the project document updates.
• Influencing the factors that circumvent integrated change control so that only approved changes are implemented;• Reviewing, analyzing, and approving change requests promptly, which is essential, as a slow decision may negatively affect time, cost, or the feasibility of a change;• Managing the approved changes;• Maintaining the integrity of baselines by releasing only approved changes for incorporation into the project management plan and project documents;• Reviewing, approving, or denying all recommended corrective and preventive actions;• Coordinating changes across the entire project• Documenting the complete impact of change requests

• Historical information and lessons learned information are transferred to the lessons learned knowledge base for use by future projects or phases. • This can include information on issues and risks as well as techniques that worked well that can be applied to future projects

Close Project or Phase: Historical Information
Control Project Work: Activities
Product scope description
Components of the Project Charter

Project Management System

• Organizational standard processes, policies, and standardized process definitions for use in the organization• Template• Historical information and lessons learned knowledge base
Defines how the project is executed, monitored and controlled, and closed
Prepared by the project team detailing activities, accomplishments, milestones, identified issues, and problems.
The aggregation of the processes, tools, techniques, methodologies, resources, and procedures to manage a project

Preventative Action

Documented direction to perform an activity that can reduce the probability of negative consequences associated with project risks
The documented, authorized changes to expand or reduce project scope
Those deliverables that have been accepted through the Verify Scope process
Dtermining corrective or preventative actions or replanning and following up on action plans to determine if the actions taken resolved the performance issue

Successful Project Integration Does Not Require...

Documents the organization's strategic goals
• Organization communication requirements,• Financial controls procedures (e.g., time reporting, accounting codes, expenditure and disbursement reviews, and standard contract provisions),• Issue and defect management procedures,• Risk control procedures including risk categories, probability definition and impact, and probability and impact matrix,• Process measurement database used to make available measurement data on processes and products,• Lessons learned database
• Project or phase closure guidelines or requirements (e.g., project audits, project evaluations, and transition criteria), and• Historical information and lessons learned knowledge base (e.g., project records and documents, all project closure information and documentation, information about both the results of previous project selection decisions and previous project performance information, and information from the risk management effort)
• Strong matrix organizational structure is not essential for good project integration management. Other organization structures, including projectized, balanced matrix, etc., can also provide successful project integration management.• Project selection techniques are used for project selection in initial stages of the project. However, they are not essential for project integration management.• Projects may have positive and negative stakeholders, but the type of stakeholders will not affect successful project integration management

Control Project Work: Activities

• Comparing actual project performance against the project plan• Assessing performance to determine whether any corrective or preventative actions are indicated• Identifying new risks and analyzing, tracking, and monitoring existing project risks to make sure the risks are identified, their status is reported, and that appropriate risk response plans are being executed• Maintaining an accurate, timely information base concerning the projects products and their associated documentation though project completion• Providing information to support status reporting, progress measurement, and forecasting• Providing forecasts to update current cost and current schedule information• Monitoring implementation of approved changes as they occur
• Schedule management plan,• Cost management plan,• Quality management plan,• Scope baseline,• Schedule baseline, and• Cost performance baseline
• Provided by the project manager and the project management team using specialized knowledge• Additional expertise available: Other units within the organization; Consultants; Stakeholders, including customers or sponsors; and Professional and technical associations
• Applied when performing administrative closure activities. • These experts ensure the project or phase closure is performed to the appropriate standards

Configuration Management System

A project manager is identified and assigned as early in the project as is feasible
Provides a standardized, effective, and efficient way to centrally manage approved changes and baselines within a project
Provides the necessary information from a business standpoint to determine whether or not the project is worth the required investment. Typically the business need and the cost-benefit analysis are contained in the business case
• Provided by the project manager and the project management team using specialized knowledge• Additional expertise available: Other units within the organization; Consultants; Stakeholders, including customers or sponsors; and Professional and technical associations

Subsidiary Plans include...

• Schedule management plan,• Cost management plan,• Quality management plan,• Scope baseline,• Schedule baseline, and• Cost performance baseline
• Scope management plan • Requirements management plan • Schedule management plan • Cost management plan • Quality management plan • Process improvement plan • Human resource plan • Communications management plan• Risk management plan• Procurement management plan
• Project Management Plan• Work Performance Information• Change Requests• Enterprise Environmental Factors• Organizational Process Assets
• Project Management Plan• Approved Change Requestes• Enterprise Environmental Factors• Organizational Process Assets

Types of Changes

• Forecasts,• Performance reports, and• Issue log
• Market demand *• Organizational need• Customer request• Technological advance *• Legal requirement *• Government regulation *• Ecological impacts• Social need
• Schedule baseline,• Cost performance baseline, and• Scope baseline
• Corrective Action• Preventative Action• Defect Repair• Updates

1. Understand what kind of change is requested and talk with team members to assess the implication of the change.2. Open up a change control if there is a formal change control mechanism.3. Communicate the change to the management, and inform the customer about the impact of the change (e.g. increase in sizing, schedule, etc.)4. Implement the change if it is accepted.

Outputs of Perform Integrated Change Control
Monitor and Control Project Work: Change Requests
Any time the customer requests for a change, you should:
Inputs to Perform Integrated Change Control

Direct and Manage Project Execution: Enterprise Environmental Factors

• Organization communication requirements,• Financial controls procedures (e.g., time reporting, accounting codes, expenditure and disbursement reviews, and standard contract provisions),• Issue and defect management procedures,• Risk control procedures including risk categories, probability definition and impact, and probability and impact matrix,• Process measurement database used to make available measurement data on processes and products,• Lessons learned database
• Governmental or industry standards• Organizational infrastructure• Marketplace conditions
• Organizational standard processes, policies, and standardized process definitions for use in the organization• Template• Historical information and lessons learned knowledge base
• Organizational, company or customer culture and structure• Infrastructure• Personnel administration• Stakeholder risk tolerances• Project management information systems

• Establishes a partnership between the performing organization and the requesting organization• Authorizes the project by someone external to the project such as a sponsor, PMO, or portfolio steering committee. • Links the project to the strategy and ongoing work of the organization

Purpose of Define Project Charter
Components of the Project Charter
Inputs to Define Project Charter
Outputs of Define Project Charter

Configuration Control Objectives

The process of reviewing all change requests, approving changes, and managing changes to the deliverables, organizational process assets, project documents, and the project management plan
• Historical information and lessons learned information are transferred to the lessons learned knowledge base for use by future projects or phases. • This can include information on issues and risks as well as techniques that worked well that can be applied to future projects
• Strong matrix organizational structure is not essential for good project integration management. Other organization structures, including projectized, balanced matrix, etc., can also provide successful project integration management.• Project selection techniques are used for project selection in initial stages of the project. However, they are not essential for project integration management.• Projects may have positive and negative stakeholders, but the type of stakeholders will not affect successful project integration management
• Establishes an evolutionary method to consistently identify and request changes to established baselines, and to assess the value and effectiveness of those changes,• Provides opportunities to continuously validate and improve the project by considering the impact of each change• Provides the mechanism for the project management team to consistently communicate all approved and rejected changes to the stakeholders.

Components of the Project Charter

• Expert Judgement• Project Management Information System
• Project or phase closure guidelines or requirements (e.g., project audits, project evaluations, and transition criteria), and• Historical information and lessons learned knowledge base (e.g., project records and documents, all project closure information and documentation, information about both the results of previous project selection decisions and previous project performance information, and information from the risk management effort)
• Final Product, Service or Result Transition• Organizational Process Assets Updates
• Project purpose or justification• Measurable project objectives and related success criteria• High level requirements• High level project description• High level risks• Summary milestone schedule• Summary budget• Project approval requirements (what constitutes project success, who decides the project is successful, and who signs off on the project)• Assigned project manager, responsibility, and authority level• Name and authority of the sponsor or other person authorizing the project charter

• Governmental or industry standards• Project management information systems• Organizational structure and culture• Infrastructure• Personal administration

Develop Project Management Plan Enterprise Environmental Factors
Monitor and Control Project Work: Enterprise Environmental Factors
Develop Project Management Plan Expert Juedgement Utlized to...
Develop Project Management Plan Organizational Process Assets

119 Free Online PMP Practice Exam Questions On Planning The Project

119 Free Online PMP Practice Exam Questions On Planning the Project

119 PMP Practice Exam Questions On Planning the Project Free Online - Page 1

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119 Free Online PMP Practice Exam Questions On Planning the Project

119 PMP Practice Exam Questions On Planning the Project Free Online - Page 1

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