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

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

Customes / Users
Sellers
Stakeholder
Business Partners

Project

Project constraints are those constraints associated with the project scope that limit the team`s options: Time, Cost, Scope
A project is a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a definite beginning and end
A project manager is identified and assigned as early in the project as is feasible, preferably while the project charter is being developed and always prior to the start of planning
Stakeholders influence, risk and uncertainty are greatest at the start of the project. These factors decrease of the life of the project. Ability to influence the final characteristics of the project's product, without significantly impacting cost, is highest at the start of the project and decreases as the project progresses towards completion

Organization Process Assets

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
Represents a natural point to reassess the effort underway and to change or terminate the project if necessary. These points are referred to as phase exits, milestones, phase gates, decision gates, stage gates, decision gates, stage gates or kill points
Include any or all process related assets, from any or all of the organizations involved in the project that can be used to infl uence the project's success. These process assets include formaland informal plans, policies, procedures, and guidelines (processes and procedures). The process assets also include the organization's knowledge bases such as lessons learned and historical information (corporate knowledge base)
Maintains many of the characteristics of a functional organization, and the project manager role is more of a coordinator or expediter than that of a true project manager

Project Lifecycle

A collection of generally sequential and sometimes overlapping project phases whose name and number are determined by the management and control needs of the organization or organizations involved in the project, the nature of the project itself, and its area of application
• 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 control, and defines the boundaries of the phase.
A project manager is identified and assigned as early in the project as is feasible, preferably while the project charter is being developed and always prior to the start of planning
The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements

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

Strong Matrix Organization
Matrix Organization
Weak Matrix Organization
Balanced Matrix Organization

Operations Management

Key individuals who play a management role within an administrative or functional area of the business, such as human resources, finance, accounting, or procurement
The centralized coordinated management of a program to achieve the programs strategic objectives and benefits. Projects within a program are related through the common outcome or collective capability. Focuses on the project interdependencies and helps to determine the optimal approach for managing them
A phase to phase relationship where only one phase is planned at any given time and planning for the next is carried out as work progresses on the current one
Individuals who have a management role in a core business area, such as research and development, design, manufacturing, provisioning, testing, or maintenance

• Performed by individuals;• Limited by constraints, including resource constraints;• Planned, executed, monitored and controlled;• Performed to achieve organizational objectives or strategic plans

Characteristics of an Iterative Relationship
Characteristics of a project manager
Characteristics of a Projectized Organization
Characteristics of Projects and Operations Work

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

PMBOK
Program
PMO
Project

A phase to phase relationship where the phases start prior to the completion of the previous one

Iterative Relationship
Sequential Relationship
Characteristics Overlapping Relationship
Overlapping Relationship

Recognizes the need for a project manager, it does not provide the project manager with the full authority over the project and project funding

Balanced Matrix Organization
Weak Matrix Organization
Types of Matrix Organizations
Matrix Organization

• 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

Characteristics of a Strong Matrix Organization
Characteristics of a Balanced Matrix Organization
Characteristics of a Functional Organization
Characteristics of a Weak Matrix Organization

Key individuals who play a management role within an administrative or functional area of the business, such as human resources, finance, accounting, or procurement

Operations Management
Functional Organization
Functional Managers
Portfolio Manager

• 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

Characteristics of a Weak Matrix Organization
Characteristics of Projects and Operations Work
Characteristics of a Projectized Organization
Characteristics of a Project Phase

Functional Organization

Comprised of the project manager, project management team, and other team members who carry out the work but who are not necessarily involved with management of the project
A phase to phase relationship where a phase can only start once a previous phase has completed
• Organizational standard processes such as standards, policies (e.g., safety and health policy, ethics policy, and project management policy), standard product and project life cycles, and• quality policies and procedures (e.g., process audits, improvement targets, checklists, and standardized process definitions for use in the organization);• Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement criteria;• Templates (e.g., risk, work breakdown structure, project schedule network diagram, and contract templates);• Guidelines and criteria for tailoring the organization's set of standard processes to satisfy the specific needs of the project;• Organization communication requirements (e.g., specific communication technology available, allowed communication media, record retention policies, and security requirements);• Project closure guidelines or requirements (e.g., final project audits, project evaluations, product validations, and acceptance criteria);• Financial controls procedures (e.g., time reporting, required expenditure and disbursement• reviews, accounting codes, and standard contract provisions);• Issue and defect management procedures defining issue and defect controls, issue and defect identification and resolution, and action item tracking;• 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;
An organization where each employee has a one clear supervisor. Staff members are grouped by specialty, such as production, marketing, engineering and accounting and work is completed independent of other functional departments

Portfolio Management

The person assigned by the performing organization to achieve the project objectives
• Project Managers Authority: Low to Moderate • Resource Availability: Low to Moderate• Control of Project Budget: Mixed• Project Manager's Role: Full-time• Project Management Administrative Staff: Part-time• Project Co-ordination: Across functional staff level, with project manager reporting into a Functional Manager
The centralized coordinated management of a program to achieve the programs strategic objectives and benefits. Projects within a program are related through the common outcome or collective capability. Focuses on the project interdependencies and helps to determine the optimal approach for managing them
• The central management of one or more portfolios. Includes identifying, prioritizing, authorizing, managing and controlling projects, programs and other related work, to achieve specific strategic business objectives• Project portfolio management refers to the selection and support of projects or program investments. • These investments in projects and programs are guided by the organization`s strategic plan and available resources.

Program Management

The centralized coordinated management of a program to achieve the programs strategic objectives and benefits. Projects within a program are related through the common outcome or collective capability. Focuses on the project interdependencies and helps to determine the optimal approach for managing them
• Knowledge of project management;• Performance: what the project manager is able to do or accomplish whilst applying the project management knowledge;• Personal: how the project manager behave - encompasses attitude and leadership
The interests of negative stakeholders are served by impeding the project`s progress. Overlooking negative stakeholders can result in an increased likelihood of failure.
The person assigned by the performing organization to achieve the project objectives

The person or group that provides the financial resources, champions the project and plays a significant role in the initial scope and charter

Sponsor
PMBOK
PMO
Program

Characteristics of a Balanced Matrix Organization

• 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
• Project Managers Authority: Low to Moderate • Resource Availability: Low to Moderate• Control of Project Budget: Mixed• Project Manager's Role: Full-time• Project Management Administrative Staff: Part-time• Project Co-ordination: Across functional staff level, with project manager reporting into a Functional Manager
• 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
• 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

• 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

Iterative Relationship
Enterprise Environmental Factors
Examples of Environmental Factors
Negative Stakeholders

• Reduces uncertainty;• Eliminates options for reducing the schedule

Characteristics of an Iterative Relationship
Characteristics Overlapping Relationship
Sequential Relationship
Characteristics Sequential Relationship

• 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

Characteristics of a Balanced Matrix Organization
Characteristics of a Functional Organization
Characteristics of a Projectized Organization
Characteristics of a Weak Matrix Organization

Portfolio Manager

An organization that has a blend of functional and projectized characteristics
Are responsible for the high -level governance of a collection of projects, programs and operations, which may or may not be interdependent
The centralized coordinated management of a program to achieve the programs strategic objectives and benefits. Projects within a program are related through the common outcome or collective capability. Focuses on the project interdependencies and helps to determine the optimal approach for managing them
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

Strategic considerations that typically authorize a project

• Reduces uncertainty;• Eliminates options for reducing the schedule
• Weak• Balanced• Strong
• Performed by individuals;• Limited by constraints, including resource constraints;• Planned, executed, monitored and controlled;• Performed to achieve organizational objectives or strategic plans
• Market Demand;• Strategic opportunity / business need;• Customer request;• Technological advancement;• Legal requirements;

Portfolio

The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements
A collection of generally sequential and sometimes overlapping project phases whose name and number are determined by the management and control needs of the organization or organizations involved in the project, the nature of the project itself, and its area of application
• Knowledge of project management;• Performance: what the project manager is able to do or accomplish whilst applying the project management knowledge;• Personal: how the project manager behave - encompasses attitude and leadership
A collection of projects or programs and other work that are grouped together to facilitate effective management of that work to facilitate strategic business objectives

• 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

Characteristics of a Functional Organization
Characteristics of a Projectized Organization
Characteristics of a Weak Matrix Organization
Characteristics of a Strong Matrix Organization

Project Management Office. An organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain

Phase End
PMO
Stakeholder
Sellers

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

Sellers
Sponsor
Stakeholder
Phase End

Types of Matrix Organizations

An organization that has a blend of functional and projectized characteristics
• Market Demand;• Strategic opportunity / business need;• Customer request;• Technological advancement;• Legal requirements;
• Weak• Balanced• Strong
• Starting the project;• Organizing and preparing;• Carrying out the project;• Closing the project

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

Characteristics of a Project Life Cycle: Cost and Staffing
Characteristics of a Projectized Organization
Characteristics of a Functional Organization
Characteristics of a Project Phase

Divisions within a project where extra control is needed to effectively manage the completion of a major deliverable

Project Team
Project Manager
Project Phases
Project

Project Management Process Groups

• Customers / Users;• Sponsor;• Portfolio Managers / Portfolio Review Board;• Program Manager;• Project Management Office;• Project Managers;• Project Team;• Functional Managers;• Operations Management;• Sellers / Business Partners;
• Starting the project;• Organizing and preparing;• Carrying out the project;• Closing the project
• Reduces uncertainty;• Eliminates options for reducing the schedule
1. Initiating2. Planning3. Executing4. Monitoring and Controlling5. Closing

Comments

Ahmed Mustafa says

03/27/2016 at 09:24

thanks for your efforts

- 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! ?

63 Efficiently PMP Practice Questions on Project Management Framework