ITPM Exam Complete Questions with 100% Correct Answers

ITPM Exam Complete Questions with 100% Correct Answers Project portfolio a portfolio is a grouping of projects and programs, with potentially unrelated goals, but linked by resources and/or governance. Project A project is a sequence of unique, complex, and connected activities that have one goal or purpose and that must be completed by a specific time, within budget, and according to specification. Temporary program Programs are groups of projects that are linked through their management—often because that set of projects must be completed to achieve some overarching, higher level objective or goal. What is a DRP? A disaster recovery plan (DRP) involves actions to contain and recover from a major disaster such as the loss of a data center or a portion of a building. An IT DRP includes the ability to restart a data center at a distant site using backup media. What are the project management software tool capabilities? Project management software tools feature capabilities for • defining and ordering tasks, • assigning resources to tasks, • establishing starting and ending dates to tasks, • tracking progress, • facilitating modifications to tasks and resources, • the creation of Gantt and PERT charts. Iron Triangle The relationship between Time, Cost and Scope, the three variables form the side of a triangle and are an interdependent set. If one of them changes, the other variable must also change to restore balance in the project. project scope Defines the boundaries of the project, what will and what will not be done. Also known as the "functional specification" in Information systems, or "statement of work" in engineering. Project request form etc. foundation for all project work to follow. Explain how project classifications might be determined in an organization. Explain the purpose of classifying projects from the perspective of project management. Project classifications may be based on a variety of project characteristics such as duration, risk, business value, complexity, technology type, number of departments affected, and cost. All of these give a sense of how important, risky, and complicated the project will be. People use the ABCD classification based on likelihood for issues to occur. product quality Quality of the deliverable from the project. This includes tangible hardware, software as well as business services. Traditional tools of quality control are used to ensure product quality. Process quality The quality of the project management process itself. How this process works and how it can be improved. Continuous quality improvement and process quality management are the tools used to measure process quality. PM designed to answer what 6 questions What business situation is being addressed by this project? What does the business need to do? What will you do? How will you do it? How will you know you did it? How well did you do? 5 Project Constraints Scope, Quality, Cost, Time and Resources 5 Components of System Development Life Cycle Scope, Design, Build, Test, Deploy 4 Types of Testing Unit, System, Acceptance, Volume scope creep is the term that has come to mean any change in the project that was not in the original plan. hope creep happens when a project team member falls behind schedule but reports that he or she is on schedule, hoping to get back on schedule by the next report date. effort creep is the result of the team member working but not making progress proportionate to the work expended. feature creep Feature creep results when team members arbitrarily add features and functions to the deliverable that they think the client would want to have. project management life cycle (PMLC) A PMLC is a sequence of processes that includes scoping, planning, launching, monitoring and controlling and closing. All 5 of the processes must be done at least once and repeated any number of times in logical order. Emertxe Projects solution clear, goal not clear. So for the MPx project, you reverse the R&D situation. You have some type of solution, but you have not yet discovered an application for that solution (unknown goal). You hope to find an application that can be achieved through some modification of the solution. You are successful if the application has business value. Extreme Projects Solution and goal unclear (extreme) - world of pure R & D, new product development, and process improvement projects. These are high-risk, high-change projects. In many cases, they are also high-speed projects. Failure rates are often very high. Traditional Project Management Approaches (TPM) Solution and goal clear (Linear & Incremental). Low complexity, few scope change requests, low risk, experienced teams, understood tech infrastructure. TPM's are plan-driven projects. You can build a complete WBS and from that, estimate duration, estimate resource requirements, construct the project schedule, and write the project proposal. No more than 20% of all projects require a TPM approach. TPM approach needs both and RBS and WBS. Agile Projects Goal Clear, solution not clear (Iterative): , APM projects are change-driven. This is a significant difference. TPM projects are change intolerant and changes give rise to wasted time and resources due to the need to revise plans. APM projects cannot succeed without change. APM projects utilize just-in-time planning models. They don't waste resources and are "lean" in that sense.Client and PM team must work in close proximity. Iterative PMLCs definitely fit the class of projects that provide opportunity to learn and discover. The client learns and discovers more details about the solution from the current iteration. In the prototyping mode, the development team usually takes client input and presents alternatives in the next version of the prototype. big bang deployment brings the new information system up throughout an organisation all at once (perhaps after a software pilot). It is the riskiest deployment strategy as failure or errors could put the entire organization at tremendous risk. wave deployment the full functionality is deployed to parts of the organization, then, after a period of time, to another part of the organization and so on. often called a rollout. phased deployment the system is deployed in meaningful subsets (usually subsets of functionality). For example, an organisation could deploy the accounting piece of a particular software project throughout their organization first, followed by the order entry component. Logical vs.Physical Design Logical is the design of what the system will do—the functionality it will carry out, the way the user interacts with the system, Physical design is the design of the underlying software and hardware architecture—how the system will be designed to carry out the logical design The 5 Process Groups Scoping (initiating) Planning Launching (executing) Monitoring & Controlling Closing Examples of Traditional PMLC's Linear & Incremental - incremental partitioning solution subsets that are developed and delivered. Examples of APM Approaches Iterative—a working solution is developed and delivered in releases (some of which may be incomplete or not yet "production-worthy"). Between each stage, customer feedback is sought and incorporated in order to improve the previous release. Adaptive—similar to the iterative variation, this variant is most appropriate when functionality (in addition to features) is missing or unclear. The overall process group use in the adaptive life cycle model is identical to that in the iterative variation. 1. Scoping Process Group (Initiating) sometimes called definition or systems analysis. This set of activities establishes the overall goal of the project and how (at a high level) this goal may be achieved through an information system. "what does the business need to do?" What business situation is being addressed? "how will you know you did it?. the process of Initiating helps to set the vision of what is to be accomplished. along with risks, milestones, summary and budget. High level scope Planning Process Group Here, through an iterative and more detailed planning process, called progressive elaboration, project documents are developed at a much more detailed level. Better understanding of scope Launching Process Group (executing) The Launching Process Group includes all processes related to recruiting and organizing the team and establishing the team operating rules. These processes are preparatory to executing the project. Examples, Managing team communications, Finalizing the project schedule, Writing work packages. Monitoring and Controlling Process Group Controlling Process Group includes all processes related to the ongoing work of the project. These processes are as follows: Establishing the project performance and reporting system Monitoring project performance Monitoring risk Reporting project status. Answering the scoping process group question, how will you know you did it? Closing Process Group The Closing Process Group includes all processes related to the completion of the project, including answers to the question, "How well did you do?" These processes are as follows: Gaining client approval of having met project requirements, planning and installing deliverables, writing the final project report. the 10 Knowledge Areas of Project Management Professionals I Saw Two Crows Quietly Having Coffee and Reading Poetic Stories Integration Management Scope Management Time Management Cost Management Quality Management Human Resources Management Communications Management Risk Management Procurement Management Stakeholder Management Integration Area addresses the glue that links all of the deliverables from the Process Groups into a unified whole. This linkage begins with the project description document and extends to the project plan and its execution, including monitoring progress against the project plan and the integration of changes, and finally through to project closure. Scope Area The major focus of the Project Scope Management Knowledge Area is the identi- fication and documentation of client requirements. Many ways exist to approach requirements gathering and documentation. The Project Scope Management Knowledge Area overlaps the Scoping and the Planning Process Groups. Time Area Project Time Management includes both a planning component and a control component. The planning component provides time estimates for both the duration of a project task (that is, how long will it take in terms of clock time to complete the task) and the actual effort or labor time required to complete the task. The duration is used to estimate the total time needed to complete the project. The labor time is used to estimate the total labor cost of the project. The control component is part of the Monitoring and Controlling Process Group and involves comparing estimated times to actual times as well as managing the schedule and cost variances. Cost Area Project Cost Management includes both a planning component and a control component. The planning component includes building the project budget and mapping those costs into the project schedule. Quality Area Good quality management is probably one of the Knowledge Areas that gets a rather casual treatment by the project manager and the team. A good quality management program contains the following three processes: Quality planning process, Quality assurance process, Quality control processes Human Resources Area