Downloaded 88 times
Uploaded byمحمد عصمت عبد الرازق
Session 2 PMP 4TH edition
Here are the answers to the questions: 1. c 2. d 3. d 4. b 5. a 6. c 7. b 8. d 9. a 10. d
More Related Content
Similar to Session 2 PMP 4TH edition
Session 2 PMP 4TH edition
- 1. Engineer Mohamed Esmat Abdelrazek PMP ProjectManagement professional
- 2. Organizational Influences onProject Management The organizational culture, style, and structure influence how projects are performed. An organization’s degree of project management maturity and its project management systems can also influence the project Organizational Structure Organizational structure is an enterprise environmental factor which can affect the availability of resources and influence how projects are conducted
- 3.
- 4.
- 5.
- 6. Strong Matrix organization Managerof project managers Project manager Project manager Functional manager staff staff Functional manager staff staff Functional manager staff staff C.E.O
- 7.
- 8. Organizational influences onProjects Functional Matrix Projectized Weak matrix Balanced matrix Strong matrix PM Authority Little or None Limited Low to Moderate Moderate To High High To almost total Resource Availability Little or None Limited Low to Moderate Moderate To High High To almost total Who Controls The Project Budget Functional Manager Functional Manager Mixed Project manager Project manager
- 9. Let us start……. Question: how to formally authorize the project? :Answer Develop project charter
- 10. - -Business Case -Project Statementof Work -Contract -Devolp project charter
- 11. initiating •Develop Project charter •The process of developing a document that formally authorizes a project or a phase •Inputs • Project statement of work • Business case • Contract • Enterprise environmental factors • Organizational process assets Tools & Techniques 1. Expert judgment Outputs 1. Project charter
- 12. • Statement ofWork • narrative description of products or services to be delivered by the project contain • Business need • Product scope description • Strategic plan Business Case • Provide the necessary information from business standpoint to determine whether or not the project is worth the required investment.
- 13. Enterprise Environmental Factors Organizationalculture and structure , Government or industry standards product standards, quality standards, and workmanship standards), Infrastructure (e.g., existing facilities and capital equipment), Existing human resources (e.g., skills, disciplines, and knowledge, such as design, development, law, contracting, and purchasing), Personnel administration (e.g., hiring and firing guidelines, employee performance reviews, and training records), Company work authorization systems, Marketplace conditions,/
- 14. Organizational process assets -Organizationalpolicies as they pertain to scope planning and management - Organizational procedures related to scope planning and management -Historical information about previous projects, lesson learned project archives
- 15. Project charter contents -Projectpurpose & justification. -Objectives and their success criteria -High level requirements that satisfy stakeholder needs, wants, and expectation. - Business need, high level product description, or product requirements. -Assigned project manager and authority level. -Summary milestone schedule. - Summary budget - Name of sponsor or those authorizing the project - Functional organizations and their participation. -Organizational, environmental & external assumptions.
- 17. Question : What isthe next step? :Answer Identify Stakeholder
- 18. Identify Stakeholder • Theprocess of identifying all people or organizations impacted by the project, and documenting relevant information regarding their interest, involvement, and impact on project success. Inputs 1. Project charter 2. Procurement documents 3. Enterprise environmental factors 4. Organizational process assets Tools & Techniques 1. Stakeholder analysis 2. Expert judgment Outputs 1. Stakeholder register 2. Stakeholder management strategy
- 19. Stakeholder Analysis • Atechnique of systematically gathering and analyzing quantitative & qualitative information to determine whose interests should be taken into account throughout the project.
- 20. Output of IdentifyStakeholder • Stakeholder Register Stakeholder Stakeholder interest(s) in the project Assessment of impact Potential strategies for gaining support or reducing obstacles Name Contact Information Role in Project Department/ Supervisor Company Impact Influence Main expectations Attitude about the project Major requirement • Stakeholder Management Strategy - Defines an approach to increase the support and minimize negative impacts of stakeholder. - The information could be too sensitive to be shared. - A common way of representing is by using a stakeholder analysis matrix.
- 23.
- 24. 1-Which of thefollowing is not a project? a. Running an election campaign for a political candidate. b. Building a bridge over a river. c. Pilot aircraft for a United flight. d. Writing a book on Project Management
- 25. 2. Which ofthese is not one of the triple constraint of a project? A-Scope b. Resources c. Time d. Cost
- 26. 3-Which of thefollowing is NOT a characteristic of a project? A- Constrained by limited resources B- Planned, executed, and controlled C- Creates a unique product or service D- Ongoing and repetitive
- 27. 4-You are managingthe release of a new drug in the market. Your role is that of a: A- Functional Manager, because you have good functional knowledge of the pharmaceutical industry B- Project Manager, because you are creating a unique product within specific time schedules C- Operations Manager, because you have to do several repetitive tasks D- Program Manager, because you have to manage several projects to do your job effectively
- 28. 5-What is thepurpose of a project charter? A-To formally authorize a project or a phase and document initial requirements which satisfy the stakeholder’s needs and expectations. B-To document how the project will be planned, executed, monitored/controlled, and closed. C-To link the project, which is going to be planned, executed, and monitored/controlled to the ongoing work of the organization. D-To describe the process of performing the work defined in the project management plan in order to achieve the project’s objectives.
- 29. 6-During a planningmeeting, a discussion takes place on which resource will be assigned to perform an activity that will be fast-tracked. As the project manager, you decide to assign Fred to the activity. What type of organizational structure is this? A. Functional organization B. Projectized organization C. Matrix organization D. Balanced Matrix organization
- 30. 7- Who shouldbe responsible for defining project objective? A- Project manager B- sponsor C-Project management team D-Stakeholders
- 31. 8- a differencebetween the requirements is best resolved in favor for the: A- project manager B- stakeholders C- sponsor D- customer
- 32. 9- which ofthe following is not example of a Project? A- Issuing monthly invoices B- Implementation of a new Software Program C-Design of a new department store D- Construction of a bridge
- 33. 10- in aprojectized organization the project Team A- reportes to many bosses B- has no loyalty to project C- reports to functional manager D- has no loyalty to organization
- 34.