Which process involves defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive plan?
Answer(s): B
Process: 4.2. Develop Project Management PlanDefinition: The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. The project’s integrated baselines and subsidiary plans may be included within the project management plan.Key Benefit: The key benefit of this process is a central document that defines the basis of all project work.Inputs1. Project charter2. Outputs from other processes3. Enterprise environmental factors4. Organizational process assetsTools & Techniques1. Expert judgment2. Facilitation techniquesOutputs 1. Project management plan4.2.3.1 Project Management PlanThe project management plan is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes. Project baselines include, but are not limited to:Scope baseline (Section 5.4.3.1), Schedule baseline (Section 6.6.3.1), and Cost baseline (Section 7.3.3.1).Subsidiary plans include, but are not limited to:Scope management plan (Section 5.1.3.1), Requirements management plan (Section 5.1.3.2), Schedule management plan (Section 6.1.3.1), Cost management plan (Section 7.1.3.1),Quality management plan (Section 8.1.3.1), Process improvement plan (Section 8.1.3.2),Human resource management plan (Section 9.1.3.1), Communications management plan (Section 10.1.3.1), Risk management plan (Section 11.1.3.1), Procurement management plan (Section 12.1.3.1), and Stakeholder management plan (Section 13.2.3.1).Among other things, the project management plan may also include the following:Life cycle selected for the project and the processes that will be applied to each phase; Details of the tailoring decisions specified by the project management team as follows:○ Project management processes selected by the project management team,○ Level of implementation for each selected process,○ Descriptions of the tools and techniques to be used for accomplishing those processes, and○ Description of how the selected processes will be used to manage the specific project, including the dependencies and interactions among those processes and the essential inputs and outputs.Description of how work will be executed to accomplish the project objectives;Change management plan that documents how changes will be monitored and controlled; Configuration management plan that documents how Configuration management will be performed; Description of how the integrity of the project baselines will be maintained;Requirements and techniques for communication among stakeholders; andKey management reviews for content, the extent of, and timing to address, open issues and pending decisions.The project management plan may be either summary level or detailed, and may be composed of one or more subsidiary plans. Each of the subsidiary plans is detailed to the extent required by the specific project. Once the project management plan is baselined, it may only be changed when a change request is generated and approved through the Perform Integrated Change Control process.
Inputs to the Plan Schedule Management process include:
Answer(s): A
2.1.4 Organizational Process AssetsOrganizational process assets are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. They include any artifact, practice, or knowledge from any or all of the organizations involved in the project that can be used to perform or govern the project. The process assets also include the organization’s knowledge bases such as lessons learned and historical information.Organizational process assets may include completed schedules, risk data, and earned value data. Organizational process assets are inputs to most planning processes. Throughout the project, the project team members may update and add to the organizational process assets as necessary. Organizational process assets may be grouped into two categories: (1) processes and procedures, and (2) corporate knowledge base.6.1 Plan Schedule ManagementDefinition: The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.Key Benefit: The key benefit of this process is that it provides guidance and direction on how the project schedule will be managed throughout the project.Inputs1. Project management plan2. Project charter3. Enterprise environmental factors4. Organizational process assetsTools & Techniques1. Expert judgment2. Analytical techniques3. MeetingsOutputs1. Schedule management plan
A strengths, weaknesses, opportunities, and threats (SWOT) analysis is a tool or technique used in which process?
11.2.2.6 SWOT AnalysisThis technique examines the project from each of the strengths, weaknesses, opportunities, and threats (SWOT) perspectives to increase the breadth of identified risks by including internally generated risks. The technique starts with identification of strengths and weaknesses of the organization, focusing on either the project, organization, or the business area in general. SWOT analysis then identifies any opportunities for the project that arise from organizational strengths, and any threats arising from organizational weaknesses. The analysis also examines the degree to which organizational strengths offset threats, as well as identifying opportunities that may serve to overcome weaknesses.Process: 11.2 Identify RisksDefinition: The process of determining which risks may affect the project and documenting their characteristics. Key Benefit: The key benefit of this process is the documentation of existing risks and the knowledge and ability it provides to the project team to anticipate events.Inputs 1. Risk management plan2. Cost management plan3. Schedule management plan4. Quality management plan5. Human resource management plan6. Scope baseline7. Activity cost estimates8. Activity duration estimates9. Stakeholder register10. Project documents11. Procurement documents12. Enterprise environmental factors13. Organizational process assetsTools & Techniques1. Documentation reviews2. Information gathering techniques3. Checklist analysis4. Assumptions analysis5. Diagramming techniques6. SWOT analysis7. Expert judgmentOutputs1. Risk register11.2.3.1 Risk RegisterThe primary output from Identify Risks is the initial entry into the risk register. The risk register is a document in which the results of risk analysis and risk response planning are recorded. It contains the outcomes of the other risk management processes as they are conducted, resulting in an increase in the level and type of information contained in the risk register over time. The preparation of the risk register begins in the Identify Risks process with the following information, and then becomes available to other project management and risk management processes:List of identified risks. The identified risks are described in as much detail as is reasonable. A structure for describing risks using risk statements may be applied, for example, EVENT may occur causing IMPACT, or If CAUSE exists, EVENT may occur leading to EFFECT. In addition to the list of identified risks, the root causes of those risks may become more evident. These are the fundamental conditions or events that may give rise to one or more identified risks. They should be recorded and used to support future risk identification for this and other projects.List of potential responses. Potential responses to a risk may sometimes be identified during the Identify Risks process. These responses, if identified in this process, should be used as inputs to the Plan Risk Responses process.
Which Knowledge Area involves identifying the people, groups, or organizations that may be impacted by or impact a project?
Answer(s): D
PROJECT STAKEHOLDER MANAGEMENTProject Stakeholder Management includes the processes required to identify the people, groups, or organizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution. Stakeholder management also focuses on continuous communication with stakeholders to understand their needs and expectations, addressing issues as they occur, managing conflicting interests and fostering appropriate stakeholder engagement in project decisions and activities. Stakeholder satisfaction should be managed as a key project objective.
Which input to Collect Requirements is used to identify stakeholders who can provide information on requirements?
5.2.1.5 Stakeholder RegisterDescribed in Section 13.1.3.1. The stakeholder register is used to identify stakeholders who can provide information on the requirements. The stakeholder register also captures major requirements and main expectations stakeholders may have for the project.13.1.3.1 Stakeholder RegisterThe main output of the Identify Stakeholders process is the stakeholder register. This contains all details related to the identified stakeholders including, but not limited to:Identification information. Name, organizational position, location, role in the project, contact information;Assessment information. Major requirements, main expectations, potential influence in the project, phase in the life cycle with the most interest; andStakeholder classification. Internal/external, supporter/neutral/resistor, etc.The stakeholder register should be consulted and updated on a regular basis, as stakeholders may change— or new ones identified—throughout the life cycle of the project.Process: 5.2 Collect RequirementsDefinition: The process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.Key Benefit: The key benefit of this process is that it provides the basis for defining and managing the project scope including product scope.Inputs1. Scope management plan2. Requirements management plan3. Stakeholder management plan4. Project charter5. Stakeholder registerTools & Techniques1. Interviews2. Focus groups3. Facilitated workshops4. Group creativity techniques5. Group decision-making techniques 6. Questionnaires and surveys7. Observations8. Prototypes9. Benchmarking10. Context diagrams11. Document analysisOutputs1. Requirements documentation2. Requirements traceability matrix
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