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Project Management C783 Full Set Questions with Correct Answers
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Project Management C783 Full Set
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Project Management C783 Full SetA Guide to the Project Management Body of Knowledge (PMBOK Guide) - answer The
PMI publication that defines widely accepted project management practices. The CAPM
and the PMP exam are based on this book.
Application areas - answer The areas of expertise, industry, or function where a project
is centered. Examples of application areas include architecture, IT, health care, and
manufacturing.
Business value - answer A quantifiable return on investment. The return can be
tangible, such as equipment, money, or market share. The return can also be intangible,
such as brand recognition, trademarks, and reputation.
Certified Associate in Project Management (CAPM) - answer A person who has slightly
less project management experience than a PMP, but who has qualified for and then
passed the CAPM examination.
Cultural and social environment - answer Defines how a project affects people and how
those people may affect the project. Cultural and social environments include the
economic, educational, ethical, religious, demographic, and ethnic composition of the
people affected by the project.
Deliverable - answerA product, service, or result created by a project. Projects can have
multiple deliverables.
General management skills - answerThese include the application of accounting,
procurement, sales and marketing, contracting, manufacturing, logistics, strategic
planning, human resource management, standards and regulations, and information
technology.
International and political environment - answerThe consideration of the local and
international laws, languages, communication challenges, time zone differences, and
other non-collocated issues that affect a project's ability to progress.
Interpersonal skills - answerThe ability to interact, lead, motivate, and manage people
Iron Triangle of Project Management - answerA triangle with the characteristics of time,
cost, and scope. Time, cost, and scope each constitute one side of the triangle; if any
side of the Iron Triangle is not in balance with the other sides, the project will suffer. The
Iron Triangle of Project Management is also known as the Triple Constraints of Project
Management, as all projects are constrained by time, cost, and scope.
,Physical environment - answerThe physical structure and surroundings that affect a
project's work
Process groups - answerA collection of related processes in project management.
There are five process groups and 49 project management processes. The five process
groups are Initiating, Planning, Executing, Monitoring and Controlling, and Closing
Program - answerA collection of related projects working in unison toward a common
deliverable.
Progressive elaboration - answerThe process of gathering project details. This process
uses deductive reasoning, logic, and a series of information-gathering techniques to
identify details about a project, product, or solution
Project - answerA temporary endeavor to create a unique product, service, or result.
The end result of a project is also called a deliverable
Project benefits management plan - answerA documented created and maintained by
the project sponsor and the project manager. The project benefits management plan
defines what benefits the project will create, when the benefits will be realized, and how
the benefits will be measured.
Project business case - answerCreated and maintained by the project sponsor and
shows the financial validity of why a project is chartered and launched within the
organization. Typically, the project business case is created before the launch of the
project and may be used as a go/no-go decision point.
Project environment - answerThe location and culture of the environment where the
project work will reside. The project environment includes the social, economic, and
environmental variables the project must work with or around.
Project Management Institute (PMI) - answerAn organization of project management
professionals from around the world, supporting and promoting the careers, values, and
concerns of project managers
Project life cycle - answerThe phases that make up the project. Project life cycles are
unique to the type of work being performed and are not universal to all projects.
Project management office (PMO) - answerA central office that oversees all projects
within an organization or within a functional department. A PMO supports the project
manager through software, training, templates, policies, communication, dispute
resolution, and other services.
Project Management Professional (PMP) - answerA person who has proven project
management experience and has qualified for and then passed the PMP examination.
,Project portfolio management - answerThe management and selection of projects that
support an organization's vision and mission. It is the balance of project priority, risk,
reward, and return on investment. This is a senior management process.
Subprojects - answerA smaller project managed within a larger, parent project.
Subprojects are often contracted work whose deliverable allows the larger project to
progress.
Triple Constraints of Project Management - answerAlso known as the Iron Triangle.
This theory posits that time, cost, and scope are three constraints that every project
has.
Work performance data - answerRaw data, observations, and measurements about
project components. Work performance data is gathered and stored in the project
management information system
Work performance information - answerWork performance information is the processed
and analyzed data that will help the project manager make project decisions.
Work performance reports - answerWork performance reports is the formatted
communication of work performance information. Work performance reports
communicate what's happening in the project through status reports, memos,
dashboards, or other modalities
Balanced matrix structure - answerAn organization where organizational resources are
pooled into one project team, but the functional managers and the project managers
share the project power.
Cultural norms - answerCultural norms describe the culture and the styles of an
organization. Cultural norms, such as work ethics, hours, view of authority, and shared
values, can affect how the project is managed
Enterprise environmental factors - answerConditions that affect how the project
manager may manage the project. Enterprise environmental factors come from within
the project, such as policy, or they be external to the organization, such as law or
regulation.
Functional structure - answerAn organization that is divided into functions, and each
employee has one clear functional manager. Each department acts independently of the
other departments. A project manager in this structure has little to no power and may be
called a project coordinator.
Governance framework - answerGovernance framework describes the rules, policies,
and procedures that people within an organization abide by. Governance framework
addresses the organization, but also address portfolios, programs, and projects.
Regarding portfolios, programs, and projects the governance framework addresses
, alignment with organizational vision, risk management, performance factors, and
communication.
Hybrid structure - answerAn organization that creates a blend of
the functional, matrix, and projectoriented
structures.
Multidivisional structure - answerDescribe organizations that have
duplication of efforts within the
organization, but not within each
department or division of the
organization. Project manager has little
authority in this structure and the
functional manager controls the project
budget.
Organic or simple - answerDescribes a loosely organized business
or organization. There likely aren't big
formal departments and people work
alongside one another regardless of roles
and titles. The project manager likely has
little control over the project resources
and may not be called a project manager
Organizational process assets - answerOrganizational process assets include
organizational processes, policies,
procedures, and items from a corporate
knowledge base. Organizational process
assets are grouped into two categories to
consider: processes, policies and
procedures, and organizational
knowledge bases.
Organizational Knowledge Repositories - answerOrganizational knowledge repositories
are the databases, files, and historical
information that you can use to help
better plan and manage your projects.
This is an organizational process asset
that is created internally to your
organization through the ongoing work of
operations and other projects.
Organizational System - answerA system can create things by working with multiple
components that the individual components could not create if they worked alone. The
structure of the organization and the governance framework creates constraints that
affect how the project manager makes decisions within the project. The organizational
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