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80 Free Online PMP Exam Questions On Project Initiation

03/26/2015 Marie Hall 0 Comment

Why is project initiation important?

Since lots of project managers have never implemented all the activities of project initiation phase (never finished a project charter, never signed a contract, and others), let’s take a quick review of why project initiation is deemed a critical process.

Indeed, the project management process starts with initiation, and initiation is the first step in the process of scope management, too. It gives a green light for a project to begin and associates a project with the organization’s work and strategic objectives.

Make sure you learn that the initiating step can be taken more one time in a project. Aside from occurring from the start, the initiation process is also carried out at the end of each project phase to act as authorization for going on the project (also, go/ no-go decision). As per PMI, the projects should accord with the strategic direction of the organization. The initiating process at the project beginning and at the phase beginning will help ensure such consistency over all the project lifecycle.

Many professionals sometimes link project initiation to analysis effort – for instance, assessment, business case development. Per PMI, the analysis effort serves as a separate project with the project charter of its own which offers information necessary for decision making about initiation of a new project.

See also:
64 Free Sample PMP Questions On Initiating The Project: Flashcard Review
28 Free Online PMP Mock Exam Questions On Initiating The Project
38 Free Online PMP Question Bank For Initiating The Project

80 Free Online PMP Exam Questions On Project Initiation

80 free online PMP exam questions on project initiation help complete your understanding of initiating project. This powerful PMP question bank free is friendly laidout with instant answers and your test being automatically scored after your hitting the handy ‘submit’ button at the bottom of this test. Then don’t miss it to make your exam preparation impeccable and collect more points in your exam. Are you ready to practise it?

80 Free Online PMP Exam Questions On Project Initiation

The person or group for whom the project is undertaken. The primary risk taker who has the responsibility to provide resources and ensure the project is successful in the eyes of the stakeholders.
Any person or group of people who has an interest in a project, is affected by it or who can influence its outcome. E.g. they may grant resources (Sponsor), obstruct its completion (Blocker/Objector) or simply have their own work changed by the project (e.g. a factory worker who has to use a new clocking-off system).
Technique to generate a large number of *ideas8 for the solution to a problem. Clearly Identify/Define problem (to maintain focus); close-knit group (5-6 people) call out ideas; facilitator encourages participation / discourages criticism and writes results on board until they run out; results are then criticised and ranked (potentially rejected or developed further); finally a consensus is made on idea ranking and objectives result. Could be organised electronically / anonymously.
Used to identify, sort and display the possible causes of a specific problem or quality characteristic. Illustrates the relationship between an outcome (effect) and the factors that influence it (causes). Briefly, the root effect is the fishes head, then cause categories branch off the fishes spine and specific causes branch from there and so on for recursive detail to root causes. [See diagram page 21].
A brief description of what the group believes it has been organised to do. Should be short, a sentence or short paragraph, so that it is easily recalled and captures the values8 of the organisation. Shouldn't be a PR exercise but create boundaries within which objectives are set*. This is to help the organisation focus on objectives that make use of available expertise, experience and infrastructure rather than undertake major organisational change.
Assessing the value of each aspect of a proposal over its lifetime before any investment is made. including decommissioning costs.
What caused this effect ? Repeat until diagram has as much detail as available (root causes).
Define how to demonstrate that requirements have been met. They should be established at the same time as a delivery specification and need to be quantifiable, measurable and testable to avoid disagreements.
Where an objective describes what the organisation a proposal shows how i may be achieved. Generally objectives can be achieved in more than one way and there may be some disagreement or conflict as to how. However, hopefully the brainstorming techniques have involved the relevant staff to such an extent that they feel some ownership and support towards achieving the objective.
To help set objectives that build on an organisations strengths, address its weaknesses, take advantage of its opportunities and avoid or reduceits threats.
An objective is a goal that is striven for. A goal is a result that one is attempting to achieve. Effectively they are the same thing. Usually a primary goal is broken down into a number of smaller more manageable goals.
A statement of the characteristics of a deliverable, such as its size or performance standards. As opposed to a requirement which is the starting point of development which define what is to be done (not the specification of how).
Divisions of an organisation may be delineated by product group or class of product. E.g. Sony is divided into music, game, pictures. Each division will have its own functional areas, ie. marketing, human resources.
Strengths, Weaknesses, (usually internal) Opportunities, Threats (usually external). A structure for investigating/discussing/documenting theinternal and external environment of an organisation.
Divisions of an organisation into structural units of functionality (specialist groups) which have a specific job or task. E.g. marketing, product design, engineering, finance, human resources.
The gathering of information about the market, economy, technology, legislative and regulatory climate in which the organisation operates. Understanding both the present and future market for the organisations products, using forecasting.
The expected contents of goals and objectives.
Ambiguous. Could be the client or customer when the deliverables become their property (legally). Could just be a person with a strong attitude/attachment to the aims of the project (ownership in the psychological sense).
Used to relate identified objectives (whats) to possible strategies that could be used to achieve them (how). The Y axis (column) is labelled with the objectives listed in priority order. The X axis (row) is labelled with strategies (hows). The matrix cells themselves have colours representingstrong, medium and weak links corresponding to how successfully the strategy meets the corresponding objective.
Due to the vertical lines of reporting, conflict can arise due to different cultures and objectives within the functional areas. These horizontal links may be needed for the temporary project organisation but can have a detrimental affect if not looked after.
Feasibility studies can be undertaken for one or more potential strategies as long as those strategies have clear requirements and specifications. The financial, commercial and technical evaluation can then take place before the most valuable proposal is pursued.
The term used for a document that sets out the justification for a project and its strategic rationale [APM, 2006].
Formulating an organised method of achieving something.
An advocate for the proposal or the project who will promote its cause and has genuine influence, the ear of people in power, and can support the project through times of difficulty.
Used to try and group/classify ranked objectives from brainstorm or nominal group techniques. Objectives on board have lines drawn between them representing relationships with thick/think lines depending on the strength of the relationship. Once groups are established, headings are created to inclusively describe the objective group. The groups themselves may evolve into a proposal of related work.
A person who is part of the team that builds the product.
Is about the application of knowledge, skills, tools and techniques so that the project can be defined, planned, monitored, controlled and delivered in order to achieve its agreed benefits (APM, 2006)
A statute is a formal written enactment of a legislative authority that governs a state, city, or county.
A unique process, consisting of a set of coordinated and controlled activities with start and finish dates, undertaken to achieve and objectiveconforming to specific requirements, including constraints of time, cost and resources.
The potential (conventionally negative) impact of an event, determined by combining the likelihood of the event occurring with the impact should it occur.
Specific, Measurable (quantify), Achievable (attempting too much ?), Realistic (resources available ?), Timed
Often on stakeholder lists and may provide regulatory requirements and licenses (e.g. health and safety).
To encourage lateral thinking (looking at the problem from different angles) and to bring different peoples experiences and skills into idea generation, opening up possibilities and challenging assumptions by encouraging contribution.
Can be achieved with very little formal structure such as within a project team. Members of the team will likely take up more than one role.
The person / organisation who buys. Could be the general public or a type of business whose needs have been targeted.
Ambivalence is a state of having simultaneous, conflicting feelings toward a person or thing (e.g. a proposal or idea).
The person or organisation who set the in/formal contract and payment to the commissioned supplier/contractor and who will own the deliverables of the project. Part of the client-supplier relationship.
Ideas can be generated by strategic planning from above, opportunities identified by employees from below (due to wide consultation) or as a result in an external factors such as an approach from a new customer or change in legislation/standards.
Tools used to help identify and investigate the need to reduce or eliminate an organisations problems.
Can vary through the lifetime of a project and depending on their authority or level of interest. Note that the same person can take on more than one stakeholder role and change it over time too.
People or bodies who will resist the project. E.g. people who will lose their jobs, see the project as an environmental risk, would rather the company was doing something else.
A group of related projects which may include business-as-usual activities, that together achieve a beneficial change of a strategic nature for an organisation [APM, 2006] - Ie. there are inter-dependencies, common goals, shared resources.
The degree to which a set of inherent characteristics fulfils requirements. [ISO 9000, 2005]
The resolution of confusing terms and ambiguities is an important factor in project definition. The confusion arises due to the relationship between language and the context in which it is used.
A grouping of an organisations projects, programmes and related business-as-usual activities taking into account resource constraints. [APM, 2006] - A portfolio can include programmes/projects with no inter-dependencies but that are competing for the same resources.
A more formal idea generation technique than brainstorming. Group independently/silently write solutions to the stated problem; ideas are discussed and clarified but criticism discouraged; members vote on ideas for a ranking. Intended to focus/structure and reduce conflict but reduced social interaction might produce less creative ideas.
Methods, Machinery, Materials, People.
A temporary organisation to which resources are assigned to do work to bring about beneficial change (Turner, 2006).
Strategies identified from a high-level iteration of a matrix diagram which are seen to have strong links to priority objectives can themselves be used as objectives in further iteration at a lower-level to get more refined strategies. Hence we can move from high-level strategies, through programmes for change, to projects used to implement that change and refined strategies as to how they will achieve it.
A person uses lateral thinking to move from one known idea to creating new ideas through an indirect and creative approach, using reasoning that is not immediately obvious.
End products of a project or measurable results of certain intermediate activities.
Acronym to remember external factors (usually opportunities, threats) to be considered during SWOT analysis. Political, Economic, Social, Technological, Legal and Environmental.
Created due to the proliferation of projects in every UK organisation : standard created by representatives from a cross-section of industrial and government bodies including Institution of Civil Engineers and Ministry of Defence.
is anticipating and taking charge of situations - rather than reacting or requiring detailed instructions about how to proceed.
There is a group tendency to value consensus at the price of the quality of a decision - a group will also tend to make a more extreme decision than an individual working alone.
Although specifications are required early in a project in order to carry out feasibility studies, a firm technical specification can only be completed after further work in feasibility, design and prototyping has completed.
Hierarchies with vertical lines of reporting with the managing director / chief executive officer at the pinnacle and who takes advice from aboard of directors.
Keeps peoples minds focused on the mission and key objectives, resolving strategies into finer and finer detail. Even bottom-up ideas can be compared to high-level planning (mission statement, key objectives) to make sure they fit the organisation and will have continued support from higher-management.
Enough information to answer a decision-makers What ? Why ? How ? When ? Who ? How Much ?. Effectively an initial project plan estimating costs, timescales and benefits but without the full detail of a complete plan.
Busy areas of the diagram inform us that further investigation may be required in that area. Causes that are repeated in more than one area of the diagram may be root causes. Identifying the source of problems can clarify an objective and an associated benefit to which value can be attached (if it were to be solved).
Getting requirements correctly defined during the initial phase of the project will minimise escalation of costs due to rework, client dissatisfaction and excessive changes. If requirements are not clearly and completely set out, any project or design based on them cannot succeed.
Truism about the relationship between value and quantity represented by the ration 20:80 where 80% of the value comes from 20% of the quantity. E.g. 80% of the problems will be accounted for by 20% of the possible causes of failure (e.g. a code module).
[I don't know how planning improves quality...perhaps it is so that objectives and strategies don't stray from what the organisation and higher management actually want...rather than being distracted by lower-level interests...e.g. novel technology].
A goal marks the general outcome and express a desired state. E.g. 'A critically successful game studio'. Objectives imply action is required, so often contain a verb and should be SMART. E.g. 'to raise our peak game mark from 80% to 90% within 2 years'.
Used to help brainstorm further ideas, involves reversing the situation. E.g 'How can we cause this problem rather than prevent it ?'. 'In every opportunity there is a threat, in every threat there is an opportunity'
Effectively involves charting the magnitude (Y axis - bar height) of a number of problems (X axis- bars). E.g. '% of software crashes' represented for each problem 'disk access, UI, network connection'. Then it is possible to see the relative contribution of problems to failure and so where effort can be focused to address the causes of the problems and improve quality.
Organisation internal Strengths and Weaknesses normally include present products or projects, customers, staff, morale, information flows)
Although requirements might describe qualities of a product, 'easy-to-use', it is important to identify contributing factors to allow for testable criteria. E.g.' The handle turns smoothly', 'Door is wide enough for easy passage of 2 people'.
Who defines requirements; what constitutes acceptable/appropriate requirements; what constitutes an acceptable demonstration of an achieved requirement; resolving technical, financial and organisational conflicts of interest appearing in the requirements; agreement, documentation of requirements for the proposal.
Software Development Term : The people who will ultimately operate (or make use of) the product to help them do their work.
Starting with the highest-levels (strategic plan) of an organisation and moving downwards through divisions (objectives), groups and even to the team level (detailed objectives).
An expression of need, demand or obligation. Requirements are a statement of need that a project has to satisfy (APM, 2006).
Result of a planning process (strategy); Response to a changing environment (market, legislature); Business opportunity (idea); Identified Problem (e.g. efficiency, waste); Newly Identified Requirement.
A standard or test by which individual things or people may be compared or judged.
An outline or model of an expected or supposed sequence of events.
Usually formed to bring diverse knowledge, assumptions ideas and skills from different functional areas in order to achieve a projects goal.
A unique, transient endeavour undertaken to achieve a desired outcome. [APM, 2006]
To generate a list of priority objectives along with the strategies that will be most effective at achieving them. At this point proposals could be made which evaluate the actual costs, benefits and feasibility of the strategies so that proposals can be compared and chosen for implementation.
The day-to-day activities of an organisation (recurring activities with little change).
Sets the direction and route for an organisation at a macro level. It is the normal function of the board of directors to maintain their place in the market, responding to changes and considering opportunities for new growth and business. The result of strategic planning is projectsbecause they can affect the change required to meet a strategic goal.

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