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63 Efficiently PMP Practice Questions on Project Management Framework

05/05/2015 Brenda Wilson 2 Comments

63 Efficiently PMP Practice Questions on Project Management Framework

63 Efficiently PMP Practice Questions on Project Management Framework which are designed for your real test to ensure that you can practice easily and learn deeply the concepts included in your material.For a real Pmp exam, you have to score 106 out of 200 questions during 4 hours, these 200 questions included a lot of areas such as domain I (initiating the project 13%); Domain II (planning the project 24%); Domain III (executing the project 30%); Domain IV (monitoring and controlling the project 25%); Domain V (closing the project 8%) and knowledge area namely communication, cost, human resource, integration, procurement, quality, risk, scope, shakeholder and time. Get further pmp information here. So, we recommend you practice 63 Efficiently PMP Practice Questions on Project Management Framework, you can check your knowledge to know what your weakness to improve more. Indeed, this free PMP practice exam by knowledge area is dedicated to your knowledge improvement, critical thinking development and familiarity with the exam format. Here hard questions with misleading information require your reasoned thinking utilization for resolution. Let’s enjoy us to discover all background on project management framework and hope an excellent result in your real exam.

Follow the links below to practice more:
186 Free PMP Exam Prep Questions & Answers, 2012 Edition by Christopher Scordo
112 PMP Exam Practice Questions on Project Management Integration
133 PMP Mock Exam on Project Scope Management of Chapter 5 in PMBOK 5th Edition

63 Efficiently PMP Practice Questions on Project Management Framework - Page 1

Characteristics of a Balanced Matrix Organization
• Typically completed sequentially, but can overlap in someproject situations;• A project phase is not a Project Management Process Group• When phases are sequential, the close of a phase ends with some form of transfer or handoff of the work product produced as the phase deliverable (referred to as phase exits, milestones, phase gates, decision gates, stage gates, or kill points)• Formal phase completion does not necessarily include authorization for the subsequent phase. For instance, if the risk is deemed to be too great for the project to continue or if the objectives are no longer required, a phase can be closed with the decision not to initiate any other phase• The work has a distinct focus that differs from any other phase. This often involves different organizations and different skill sets• The primary deliverable or objective of the phase requires an extra degree of control to be successfully achieved. The repetition of processes across all five Process Groups provides that additional degree of cont
Persons or organizations who are actively involved in the project or whose interests may be positively or negatively affected by the performance or completion of the project
Key individuals who play a management role within an administrative or functional area of the business, such as human resources, finance, accounting, or procurement
A phase to phase relationship where the phases start prior to the completion of the previous one
Portfolio Manager
• Internal and external factors that influence a projects success;• May enhance or constrain project management options;• May have a positive or negative influence on the outcome
• Project Managers Authority: Little / None• Resource Availability: Little / None• Control of Project Budget: Functional Manager• Project Manager's Role: Part-time• Project Management Administrative Staff: Part-time• Project Co-ordination: Across Functional Manager Level, which functional staff engaged on projects
Functional Organization
• Project Managers Authority: High to Almost Total• Resource Availability: High to Almost Total• Control of Project Budget: Project Manager• Project Manager's Role: Full-time• Project Management Administrative Staff: Full-time• There is "no home" for the project team members once the project is completed• Team members are often co-located• Project Coordination: Down Project Department, Project Manager heads up a department, no Functional Managers
A group of related projects managed in a coordinated way to obtain benefits and control. Includes related work outside the scope of the discrete projects in the program. A project may or may not be part of a program; a program will always have projects
Project Management Process Groups
Program Management
• Project Managers Authority: Moderate to High• Resource Availability: Moderate to High• Control of Project Budget: Project Manager• Project Manager's Role: Full-time• Project Management Administrative Staff: Full-time• Project Co-ordination: Across functional and project staff level, with a Project department and a Manager of Project Managers at the same level as Functional Managers, Project Manager reports into Manager of Project Managers
Project Management Office. An organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain
Maintains many of the characteristics of the projectized organization, and can have full-time project managers with considerable authority and full-time project administrative staff
Types of Matrix Organizations
• Reduces uncertainty;• Eliminates options for reducing the schedule
Recognizes the need for a project manager, it does not provide the project manager with the full authority over the project and project funding
Portfolio Management
Cost and staffing levels are low at the start, peak as the work is carried out, and drop rapidly as a project draws to a close
The person or group that provides the financial resources, champions the project and plays a significant role in the initial scope and charter
• Performed by individuals;• Limited by constraints, including resource constraints;• Planned, executed, monitored and controlled;• Performed to achieve organizational objectives or strategic plans
Customers refer to the entity acquiring the project`s product, and users refer to those who will directly utilize the project`s product. May be internal / external to the organization. May be multiple layers of customers
Operations Management
Project
Project Lifecycle
Organization Process Assets
Divisions within a project where extra control is needed to effectively manage the completion of a major deliverable
Portfolio
Strategic considerations that typically authorize a project

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Comments

  1. Ahmed Mustafa says

    03/27/2016 at 09:24

    thanks for your efforts

    Reply
    • Brenda Wilson says

      07/02/2016 at 03:07

      Thanks for your feedback to our site, Ahmed Mustafa. Hope you have a nice practice. Don’t forget to recommend this site to your friends in order to prepare well the knowledge for the real exam.
      Good luck! ?

      Reply

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