PMP & CAPMExam Preparation  February 26, 2013
Sessions1. About the exam2. Integration & Scope Management3. Time & Cost Management4. Quality & HR Management5. Communicat...
Last Session Key point• Process groups: IPEMCC• 9 Knowledge Area: ISTiCoQuHurCoRiP• Project Integration Management  – DevP...
Last Session Key point – cont’d• Project Time Management (DeSeReDDevCon)• Project Cost Management (EsCDeBCon)• Project Qua...
Project Communication             Management• IdS Plan DisInt ManSEx RepPer  – Ensure timely and appropriate generation,  ...
Project Communication             Management• Communication activity potential dimensions:  – Internal and external  – For...
Project Communication            Management• Communication skills
Project Communication     Management
Project Communication             Management• Identify Stakeholders
Project Communication             Management• Identify Stakeholders  – Positive and negative stakeholders  – To analyze th...
Project Communication             Management• Identify Stakeholders – I  – PC  – Procurement documents  – EEF  – OPA
Project Communication             Management• Identify Stakeholders – TT  – Stakeholder analysis     • Identify all stakeh...
Project Communication             Management• Identify Stakeholders – TT  – Stakeholder analysis (cont’d)     • Power/inte...
Project Communication             Management• Identify Stakeholders – TT  – Expert judgment
Project Communication             Management• Identify Stakeholders – O  – Stakeholder register     • Identification infor...
Project Communication             Management• Plan Communication  – To define communication needs and approach  – To answe...
Project Communication            Management• Plan Communication
Project Communication            Management• Plan Communication – I  – Stakeholder register  – Stakeholder management stra...
Project Communication               Management• Plan Communication – TT  – Communication requirement analysis     • Total ...
Project Communication            Management• Plan Communication – TT (cont’d)  – Communication models
Project Communication             Management• Plan Communication – TT (cont’d)  – Communication models     • Encode       ...
Project Communication             Management• Plan Communication – TT (cont’d)  – Communication models (cont’d)     • Send...
Project Communication             Management• Plan Communication – TT (cont’d)  – Communication methods     • Interactive ...
Project Communication            Management• Plan Communication – O  – Communication management plan
Project Communication            Management• Plan Communication – O  – PD U
Project Communication             Management• Distribute Information
Project Communication               Management• Distribute Information – I  – PMP  – Performance reports     • Estimate to...
Project Communication             Management• Distribute Information – TT  – Communication method  – Information distribut...
Project Communication             Management• Distribute Information – O  – Stakeholders notification  – Project reports  ...
Project Communication             Management• Manage Stakeholders Expectation  – To increase the likelihood of the project...
Project Communication            Management• Manage Stakeholders Expectation
Project Communication            Management• Manage Stakeholders Expectation – I  – Stakeholder register  – Stakeholder ma...
Project Communication             Management• Manage Stakeholders Expectation – TT  – Communication method  – Interpersona...
Project Communication            Management• Manage Stakeholders Expectation – O  – OPA U  – CR  – PMP U  – PD U
Project Communication             Management• Report Performance  – A process of collecting and distributing    performanc...
Project Communication            Management• Report Performance
Project Communication             Management• Report Performance – I  – PMP  – WPI     • Deliverables status, schedule pro...
Project Communication             Management• Report Performance – I (cont’d)  – Budget forecasts  – OPA
Project Communication             Management• Report Performance – TT  – Variance analysis     • Verify deliverables compl...
Project Communication             Management• Report Performance – TT (cont’d)  – Forecasting methods     • Time series (h...
Project Communication             Management• Report Performance – TT (cont’d)  – Forecasting methods (cont’d)     • Judgm...
Project Communication            Management• Report Performance – TT (cont’d)  – Communication methods  – Reporting systems
Project Communication               Management• Report Performance – O  – Performance reports     •   Status and progress ...
Project Communication            Management• Report Performance – O (cont’d)  – Performance reports
Project Communication            Management• Report Performance – O (cont’d)  – OPA U  – CR
Project Risk Management• PlanR IdR QQ Rp MC
Project Risk Management• Project risk always in the future• Risk is an uncertain events that if it occurs, has  an effect ...
Project Risk Management• Risk tolerance is degree of risk acceptance  – E.g.: accepting a fast tracked schedule is a risk ...
Project Risk Management• Plan Risk Management
Project Risk Management• Plan Risk Management – I  – Project scope statement  – Cost management plan  – Schedule managemen...
Project Risk Management• Plan Risk Management – TT  – Planning meetings and analysis     • Create risk contingency plan   ...
Project Risk Management• Plan Risk Management – O  – Risk management plan    •   Methodology    •   Roles and responsibili...
Project Risk Management• Identify Risks
Project Risk Management• Identify Risks – I   – Risk management plan   – Activity cost estimate   – Activity duration esti...
Project Risk Management• Identify Risks – I (cont’d)   – Project documents   – EEF   – OPA   (Risk, Scope, Time, Communica...
Project Risk Management• Identify Risks – TT  – Documentation review  – Information gathering techniques     • Brainstormi...
Project Risk Management• Identify Risks – TT (cont’d)  – Diagramming techniques     • Cause and effect diagram (ishikawa) ...
Project Risk Management• Identify Risks – O  – Risk register     • List of identified risks     • List of potential respon...
Project Risk Management• Perform Qualitative Risk Analysis  – To prioritize risks for further analysis or action by    ass...
Project Risk Management• Perform Qualitative Risk Analysis
Project Risk Management• Perform Qualitative Risk Analysis – I  – Risk register  – Risk management plan  – Project scope s...
Project Risk Management• Perform Qualitative Risk Analysis – TT  – Risk probability and impact assessment  – Probability a...
Project Risk Management• Perform Qualitative Risk Analysis – TT (cont’d)  – Risk data quality assessment  – Risk categoriz...
Project Risk Management• Perform Qualitative Risk Analysis – O  – Risk register updates  – Relative ranking or priority li...
Project Risk Management• Perform Quantitative Risk Analysis  – Numerically analyzing the effect of identified risks  – Per...
Project Risk Management• Perform Quantitative Risk Analysis
Project Risk Management• Perform Quantitative Risk Analysis – I  – Risk register  – Risk management plan  – Cost managemen...
Project Risk Management• Perform Quantitative Risk Analysis – TT  – Data gathering and representation techniques     • Int...
Project Risk Management• Perform Quantitative Risk Analysis – TT  (cont’d)  – Quantitative risk analysis and modeling    t...
Project Risk Management• Perform Quantitative Risk Analysis – TT  (cont’d)  – Quantitative risk analysis and modeling    t...
Project Risk Management• Perform Quantitative Risk Analysis – O  – Risk register updates  – Probabilistic analysis of the ...
Project Risk Management• Plan Risk Response  – To develop options and actions to enhance    opportunities and to reduce th...
Project Risk Management• Plan Risk Response
Project Risk Management• Plan Risk Response – I  – Risk register  – Risk management plan
Project Risk Management• Plan Risk Response – TT  – Strategies for threats (negative risks)  ATMA     • Avoid, Transfer, ...
Project Risk Management• Plan Risk Response – O  – Risk register update  – Risk-related contract decisions  – PMP U  – PD U
Project Risk Management• Monitor and Control Risks  – Implementing risk response plans  – Tracking identified risks  – Mon...
Project Risk Management• Monitor and Control Risks
Project Risk Management• Monitor and Control Risks – I  – Risk register  – PMP  – WPI  – Performance reports
Project Risk Management• Monitor and Control Risks – TT  – Risk assessments  – Risk audits  – Variance and trend analysis ...
Project Risk Management• Monitor and Control Risks – O  – Risk register update  – OPA U  – CR  – PMP U  – PD U
Sample Questions1. Which of the following is a false statement about   project risks?A. A risk arises out of uncertainty.B...
Sample Questions2. The risk register is not an input to which of  the following processes?A. Identify RisksB. Perform Qual...
Sample Questions3. Which of the following is not an information-  gathering technique used in the risk  identification pro...
Sample Questions4. Which of the following statements about risk analysis is   false?A. Quantitative risk analysis can only...
Sample Questions5. You are managing a project to set up data servers to support   a website for an enterprise customer. Th...
Sample Questions6. The risk management team of a software project has decided   that due to the lack of adequate talent in...
Sample Questions7. You are in the process of evaluating the probability and   impact of a risk by assigning numbers, such ...
Sample Questions8. Consider the following figure. Assume that the risk has a 50%   probability of occurrence. If the risk ...
Sample Questions9. Consider the following figure. Assume that the risk has a 50%   probability of occurrence. If the risk ...
Sample Questions10. Which of the following is a correct statement about   secondary risks?A. These are the residual risks....
Sample Questions11. Which of the following is not a valid risk response?A. Risk acceptanceB. Risk sharingC. Risk mitigatio...
Sample Questions12. Which of the following is a valid statement about SWOT?A. It is an analysis technique to identify risk...
Sample Questions13. Which of the following is not an output of the qualitative   risk analysis?A. A prioritized list of ri...
Sample Questions14. Which of the following is not an output of quantitative risk   analysis?A. Probability of meeting the ...
Sample Questions15. Which of the following is not an input to identifying   stakeholders?A. Project charterB. ContractC. A...
Sample Questions16. You are trying to understand the message sent to you by   one of your team member who lives on the oth...
Sample Questions17. Which of the following is not an output of communication   planning?A. Methods of communicationB. Comm...
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Pmp session 5

  1. 1. PMP & CAPMExam Preparation February 26, 2013
  2. 2. Sessions1. About the exam2. Integration & Scope Management3. Time & Cost Management4. Quality & HR Management5. Communication & Risk Management6. Procurement Management
  3. 3. Last Session Key point• Process groups: IPEMCC• 9 Knowledge Area: ISTiCoQuHurCoRiP• Project Integration Management – DevPC.PMP.DirManPex.MoConPW.PerICC.CloPP• Project Scope Management – CoDeWoBVCon
  4. 4. Last Session Key point – cont’d• Project Time Management (DeSeReDDevCon)• Project Cost Management (EsCDeBCon)• Project Quality Management (PlanQAQC)• Project Human Resources (Plan ADM)
  5. 5. Project Communication Management• IdS Plan DisInt ManSEx RepPer – Ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information – To create bridge between diverse stakeholders involved in a project – To connect various culture and organizational backgrounds, different level of expertise, and various perspective and interests in the project and its outcome
  6. 6. Project Communication Management• Communication activity potential dimensions: – Internal and external – Formal and informal – Vertical and horizontal – Official and unofficial – Written and Verbal / non-verbal
  7. 7. Project Communication Management• Communication skills
  8. 8. Project Communication Management
  9. 9. Project Communication Management• Identify Stakeholders
  10. 10. Project Communication Management• Identify Stakeholders – Positive and negative stakeholders – To analyze their level of interest, expectation, importance and influence
  11. 11. Project Communication Management• Identify Stakeholders – I – PC – Procurement documents – EEF – OPA
  12. 12. Project Communication Management• Identify Stakeholders – TT – Stakeholder analysis • Identify all stakeholders and their roles • Identify their potential impact on project – Power/interest grid – Power/influence grid – Influence/impact grid – Salience model • Assess how they react to possible situations
  13. 13. Project Communication Management• Identify Stakeholders – TT – Stakeholder analysis (cont’d) • Power/interest grid
  14. 14. Project Communication Management• Identify Stakeholders – TT – Expert judgment
  15. 15. Project Communication Management• Identify Stakeholders – O – Stakeholder register • Identification information • Assessment information • Stakeholder classification – Stakeholder management strategy
  16. 16. Project Communication Management• Plan Communication – To define communication needs and approach – To answer: who needs the information, when they expect to have it, and how it will be given to them – To avoid: delay in message delivery, incorrect audience, and lack of communication with important stakeholders – To achieve: Effective and Efficient communication (to provide only the required information in the right time, right format, and with right impact)
  17. 17. Project Communication Management• Plan Communication
  18. 18. Project Communication Management• Plan Communication – I – Stakeholder register – Stakeholder management strategy – EEF – OPA
  19. 19. Project Communication Management• Plan Communication – TT – Communication requirement analysis • Total number of communication channel: [N (N-1)] / 2 • Organization chart, stakeholder responsibility, internal/external information needs – Communication technology • Urgency (how frequent/regular?) • Availability (is it there?) • Expected project staffing (are they familiar with it?) • Duration and project environment (is it preferred?)
  20. 20. Project Communication Management• Plan Communication – TT (cont’d) – Communication models
  21. 21. Project Communication Management• Plan Communication – TT (cont’d) – Communication models • Encode – To translate ideas into message • Message and feedback – Output of the encoding process • Noise – Interference with message transmission and understanding of the message (e.g.: distance, unfamiliar technology, lack of background information) • Decode – To translate the message back to meaningful thoughts/ideas
  22. 22. Project Communication Management• Plan Communication – TT (cont’d) – Communication models (cont’d) • Sender is responsible to make the information as clear and complete as possible • Receiver is responsible to ensure delivery time, confirm the delivery and content, understand the content and acknowledge the understanding
  23. 23. Project Communication Management• Plan Communication – TT (cont’d) – Communication methods • Interactive – The most efficient way to ensure parties understanding – Two or more parties performing multidirectional information exchange • Push – Sent to specific recipients who need to know the information – E.g.: letters, memos, reports, emails, faxes, voice mails • Pull – Usually very large information volumes for large audiences – E.g.: intranet, e-learning, knowledge repositories
  24. 24. Project Communication Management• Plan Communication – O – Communication management plan
  25. 25. Project Communication Management• Plan Communication – O – PD U
  26. 26. Project Communication Management• Distribute Information
  27. 27. Project Communication Management• Distribute Information – I – PMP – Performance reports • Estimate to complete • Project performance • Baseline performance – OPA
  28. 28. Project Communication Management• Distribute Information – TT – Communication method – Information distribution tools
  29. 29. Project Communication Management• Distribute Information – O – Stakeholders notification – Project reports – Project presentations – Project record – Feedback from stakeholders – Lessons learned documentation
  30. 30. Project Communication Management• Manage Stakeholders Expectation – To increase the likelihood of the project acceptance by negotiating and influencing their desire to achieve / maintain project goals – Address concerns for anticipation of future problems – Clarifying and resolving issues – To help the stakeholders understand the project benefits and risks
  31. 31. Project Communication Management• Manage Stakeholders Expectation
  32. 32. Project Communication Management• Manage Stakeholders Expectation – I – Stakeholder register – Stakeholder management strategy – PMP – Issue log – Change log – OPA
  33. 33. Project Communication Management• Manage Stakeholders Expectation – TT – Communication method – Interpersonal skills • Building trusts, resolve conflict, active listening, and overcome resistance – Management skills • Presentation skills, negotiating, writing skills, public speaking skill
  34. 34. Project Communication Management• Manage Stakeholders Expectation – O – OPA U – CR – PMP U – PD U
  35. 35. Project Communication Management• Report Performance – A process of collecting and distributing performance information, including status reports, progress measurements, and forecasts – Pay attention to audience level, format, and detail of information content – More elaborate reports may include: • Analysis of past performance, current status of risks and issues • Work completed, next actions • Summary of changes
  36. 36. Project Communication Management• Report Performance
  37. 37. Project Communication Management• Report Performance – I – PMP – WPI • Deliverables status, schedule progress, costs incurred – WPM • Planned vs actual report of – Schedule performance – Cost performance – Technical performance
  38. 38. Project Communication Management• Report Performance – I (cont’d) – Budget forecasts – OPA
  39. 39. Project Communication Management• Report Performance – TT – Variance analysis • Verify deliverables completeness • Determine variances • Determine impacts of the variances
  40. 40. Project Communication Management• Report Performance – TT (cont’d) – Forecasting methods • Time series (historical data) • Causal / econometric methods (understand relationship between the cause and the influenced variable) – E.g.: regression analysis using linear regression or non-linear regression, autoagressive moving average (ARMA), and econometrics
  41. 41. Project Communication Management• Report Performance – TT (cont’d) – Forecasting methods (cont’d) • Judgmental methods – Intuitive judgments, probabilistic estimates, delphi method, scenario building, technology forecasting • Other methods – Simulations, ensemble forecasting
  42. 42. Project Communication Management• Report Performance – TT (cont’d) – Communication methods – Reporting systems
  43. 43. Project Communication Management• Report Performance – O – Performance reports • Status and progress information • Variances analysis • Earned-value analysis • Forecast data • Level of detail required by stakeholders • Format: bar chart, S-curve, histograms, tables
  44. 44. Project Communication Management• Report Performance – O (cont’d) – Performance reports
  45. 45. Project Communication Management• Report Performance – O (cont’d) – OPA U – CR
  46. 46. Project Risk Management• PlanR IdR QQ Rp MC
  47. 47. Project Risk Management• Project risk always in the future• Risk is an uncertain events that if it occurs, has an effect of at least one project objective• Project risk origins from uncertainty in present• Known risks is identified risks• Unknown risks can’t be managed proactively which leads to contingency plan• Occurred risk in present can also be considered an issue
  48. 48. Project Risk Management• Risk tolerance is degree of risk acceptance – E.g.: accepting a fast tracked schedule is a risk taken to achieve reward created by earlier completion – Risk attitude is driven by perception, tolerance, and bias – Risk response will reflect the organization’s perceived balance of risk taking and risk avoidance
  49. 49. Project Risk Management• Plan Risk Management
  50. 50. Project Risk Management• Plan Risk Management – I – Project scope statement – Cost management plan – Schedule management plan – Communication management plan – EEF – OPA
  51. 51. Project Risk Management• Plan Risk Management – TT – Planning meetings and analysis • Create risk contingency plan • Assign risk management responsibility
  52. 52. Project Risk Management• Plan Risk Management – O – Risk management plan • Methodology • Roles and responsibility • Budgeting • Timing • Risk categories • Definitions of probability and impact • Probability and impact matrix • Revised stakeholders’ tolerance • Reporting format and tracking
  53. 53. Project Risk Management• Identify Risks
  54. 54. Project Risk Management• Identify Risks – I – Risk management plan – Activity cost estimate – Activity duration estimate – Scope baseline – Stakeholder register – Cost management plan – Schedule management plan – Quality management plan
  55. 55. Project Risk Management• Identify Risks – I (cont’d) – Project documents – EEF – OPA (Risk, Scope, Time, Communication, Quality)
  56. 56. Project Risk Management• Identify Risks – TT – Documentation review – Information gathering techniques • Brainstorming, deplhi technique, interviewing, root cause analysis – Checklist analysis – Assumption analysis
  57. 57. Project Risk Management• Identify Risks – TT (cont’d) – Diagramming techniques • Cause and effect diagram (ishikawa) • System or process flow chart (relational graph) • Influence diagram (causal, influences, time ordering of events, and other relationship among variables and outcomes) – SWOT analysis – Expert judgment
  58. 58. Project Risk Management• Identify Risks – O – Risk register • List of identified risks • List of potential responses
  59. 59. Project Risk Management• Perform Qualitative Risk Analysis – To prioritize risks for further analysis or action by assessing and combining their probability of occurrence and impact – Establishing levels of probability and impact can reduce influence of bias – A form of rapid and cost-effective means of establishing priorities for Plan Risk Response and lays the foundation of Perform Quantitative Risk Analysis
  60. 60. Project Risk Management• Perform Qualitative Risk Analysis
  61. 61. Project Risk Management• Perform Qualitative Risk Analysis – I – Risk register – Risk management plan – Project scope statement – OPA
  62. 62. Project Risk Management• Perform Qualitative Risk Analysis – TT – Risk probability and impact assessment – Probability and impact matrix
  63. 63. Project Risk Management• Perform Qualitative Risk Analysis – TT (cont’d) – Risk data quality assessment – Risk categorization – Risk urgency assessment – Expert judgment
  64. 64. Project Risk Management• Perform Qualitative Risk Analysis – O – Risk register updates – Relative ranking or priority list of project risks – Risks grouped by categories – Cause of risk or project areas requiring particular attention – List of risks requiring response in the near term – List of risks for additional analysis and response – Watch list of low priority risks – Trends in qualitative risk analysis results
  65. 65. Project Risk Management• Perform Quantitative Risk Analysis – Numerically analyzing the effect of identified risks – Performed on prioritized risks by Perform Qualitative Risk Analysis – May be use to assign numerical ratings to individual risks – Should be repeated after Plan Risk Responses as well as Monitor and Control Risks
  66. 66. Project Risk Management• Perform Quantitative Risk Analysis
  67. 67. Project Risk Management• Perform Quantitative Risk Analysis – I – Risk register – Risk management plan – Cost management plan – Schedule management plan – OPA
  68. 68. Project Risk Management• Perform Quantitative Risk Analysis – TT – Data gathering and representation techniques • Interviewing • Probability distributions
  69. 69. Project Risk Management• Perform Quantitative Risk Analysis – TT (cont’d) – Quantitative risk analysis and modeling techniques • Sensitivity analysis (most potential impact, comparing relative importance and impact of variables that have high degree of uncertainty to those that are more stable)
  70. 70. Project Risk Management• Perform Quantitative Risk Analysis – TT (cont’d) – Quantitative risk analysis and modeling techniques • Expected monetary value analysis (EMV) – Positive values = opportunity – Negative values = threat • Modeling and simulations • Expert judgment
  71. 71. Project Risk Management• Perform Quantitative Risk Analysis – O – Risk register updates – Probabilistic analysis of the project – Probability of achieving cost and time objectives – Prioritized list of quantified risks – Trends in quantitative risk analysis results
  72. 72. Project Risk Management• Plan Risk Response – To develop options and actions to enhance opportunities and to reduce threats to project objectives – Must be: • Appropriate to the significance of the risk • Cost effective • Realistic • Agreed by parties involved • Has responsible party/person
  73. 73. Project Risk Management• Plan Risk Response
  74. 74. Project Risk Management• Plan Risk Response – I – Risk register – Risk management plan
  75. 75. Project Risk Management• Plan Risk Response – TT – Strategies for threats (negative risks)  ATMA • Avoid, Transfer, Mitigate , Accept – Strategies for opportunities (positive risks)  SEEA • Share, Enhance, Exploit, Accept – Contingent response strategies – Expert judgment
  76. 76. Project Risk Management• Plan Risk Response – O – Risk register update – Risk-related contract decisions – PMP U – PD U
  77. 77. Project Risk Management• Monitor and Control Risks – Implementing risk response plans – Tracking identified risks – Monitor residual risks – Identifying new risks – Evaluate risks process effectiveness – To determine validity of project assumptions – To enforce risk management policies – To monitor contingency reserves
  78. 78. Project Risk Management• Monitor and Control Risks
  79. 79. Project Risk Management• Monitor and Control Risks – I – Risk register – PMP – WPI – Performance reports
  80. 80. Project Risk Management• Monitor and Control Risks – TT – Risk assessments – Risk audits – Variance and trend analysis – Technical performance measurements – Reserve analysis (compare remaining reserves to the amount of outstanding risks) – Status meetings
  81. 81. Project Risk Management• Monitor and Control Risks – O – Risk register update – OPA U – CR – PMP U – PD U
  82. 82. Sample Questions1. Which of the following is a false statement about project risks?A. A risk arises out of uncertainty.B. A risk can only have a negative effect on a project.C. Identified risks are usually listed in a document called the risk register.D. Risks can be categorized by developing a risk breakdown structure (RBS).
  83. 83. Sample Questions2. The risk register is not an input to which of the following processes?A. Identify RisksB. Perform Qualitative Risk AnalysisC. Perform Quantitative Risk AnalysisD. Plan Risk Responses
  84. 84. Sample Questions3. Which of the following is not an information- gathering technique used in the risk identification process?A. BrainstormingB. Delphi techniqueC. SWOT analysisD. Web browsing
  85. 85. Sample Questions4. Which of the following statements about risk analysis is false?A. Quantitative risk analysis can only be performed on risks on which a qualitative risk analysis has already been performed.B. Qualitative risk analysis is usually performed before quantitative risk analysis.C. An updated risk register is the output of both qualitative risk analysis and quantitative risk analysis.D. The risk register is an input to both qualitative risk analysis and quantitative risk analysis.
  86. 86. Sample Questions5. You are managing a project to set up data servers to support a website for an enterprise customer. The location for the servers has been chosen close to the customer due to their requirements. However, this location is prone to natural disasters, such as hurricanes and flooding. You have decided to install some extra servers in another city that will act as backup if a disaster happens. This is an example of which of the following?A. Risk avoidanceB. Risk mitigationC. Risk acceptanceD. Risk transfer
  87. 87. Sample Questions6. The risk management team of a software project has decided that due to the lack of adequate talent in your company, development of a specific part of the system is under high risk, so they have decided to outsource it. This is an example of which of the following?A. Risk avoidanceB. Risk mitigationC. Risk acceptanceD. Risk transfer
  88. 88. Sample Questions7. You are in the process of evaluating the probability and impact of a risk by assigning numbers, such as expected monetary value. This is an example of which of the following?A. Monte Carlo simulationB. Qualitative risk analysisC. Quantitative risk analysisD. Risk response planning
  89. 89. Sample Questions8. Consider the following figure. Assume that the risk has a 50% probability of occurrence. If the risk does occur, it could have a positive or a negative impact equivalent to $200,000 or $50,000, respectively, with the probabilities shown in the figure. What is the EMV for the positive impact?A. $80,000B. $200,000C. $50,000D. $40,000
  90. 90. Sample Questions9. Consider the following figure. Assume that the risk has a 50% probability of occurrence. If the risk does occur, it could have a positive or a negative impact equivalent to $200,000 or $50,000, respectively, with the probabilities shown in the figure. What is the EMV for the risk?A. $25,000B. $55,000C. $110,000D. $50,000
  91. 91. Sample Questions10. Which of the following is a correct statement about secondary risks?A. These are the residual risks.B. These are the risks that have medium or low priority.C. These are the risks that will be avoided.D. These are the risks that can result from responses to the identified risks.
  92. 92. Sample Questions11. Which of the following is not a valid risk response?A. Risk acceptanceB. Risk sharingC. Risk mitigationD. Risk rejection
  93. 93. Sample Questions12. Which of the following is a valid statement about SWOT?A. It is an analysis technique to identify risks.B. It refers to the analysis of scope, work, options, and timing.C. It is a technique used to plan a risk response.D. It is a technique used to perform quantitative risk analysis.
  94. 94. Sample Questions13. Which of the following is not an output of the qualitative risk analysis?A. A prioritized list of risks for a given project objective based on the probability and impact matrix of the objectiveB. A watch list of low-priority risksC. A list of risks prioritized based on the total effect of each risk on the overall project objectivesD. A list of trends in the analysis results
  95. 95. Sample Questions14. Which of the following is not an output of quantitative risk analysis?A. Probability of meeting the project objectives, such as cost and scheduleB. A list of risks prioritized based on the total effect of each risk on the overall project objectivesC. A list of trends in the analysis resultsD. Decision about a risk-related contractual agreement
  96. 96. Sample Questions15. Which of the following is not an input to identifying stakeholders?A. Project charterB. ContractC. Approved project scheduleD. Stakeholder register template
  97. 97. Sample Questions16. You are trying to understand the message sent to you by one of your team member who lives on the other side of the globe. The team member has used lots of local phrases and acronyms that you are trying to understand. According to the basic communication model, what are you dealing with here?A. Noise and decodingB. Encoding and feedbackC. Message and feedbackD. Broken English
  98. 98. Sample Questions17. Which of the following is not an output of communication planning?A. Methods of communicationB. Communication constraintsC. Frequency of reporting the project statusD. Stakeholder management strategy
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