Sure Hit PMP @ First Attempt - Chapter Wise Summary Notes & Q & A’s Integration Management - By SN Panigrahi

SN Panigrahi,
Essenpee Business Solutions, India 1

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SN Panigrahi is a Versatile Practitioner, Strategist, Energetic Coach, Learning Enabler & Public Speaker.
He is an International-Corporate Trainer, Mentor & Author
He has diverse experience and expertise in Project Management, Lean Six
Sigma; Contract Management, Supply Chain Management, Procurement,
Strategic Sourcing, Global Sourcing, Logistics, Exports & Imports,
Indirect Taxes – GST etc.
He had done more than 150 Workshops Globally on above
Published more than 500 Articles; More than 90 Youtube Presentations &
90 SlideShares
He is an Engineer + MBA +PGD ISO 9000 / TQM with around 29 Yrs of
Experience
He is a certified PMP® from PMI (USA) and PMI India Champion in 2016
Also a Certified Lean Six Sigma Black Belt from Exemplar Global & KPMG
Have been Trained in COD for 31/2 Yrs. on Strategy & Leadership
GST Certified – MSME – Tech. Dev. Centre (Govt of India)
ZED Consultant – Certified by QCI – MSME (Govt of India)
Member Board of Studies, IIMM
Committee Member Indirect Tax; International Trade, FTCCI
Empanelled Faculty in NI MSME
He has shared his domain expertise in various forums as a speaker & presented a number of papers in various national and
international public forums and received a number of awards for his writings and contribution to business thoughts.
SN Panigrahi 9652571117
snpanigrahi1963@gmail.com
Hyderabad

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SN Panigrahi, Essenpee Business Solutions, India

Project
Charter
Assumption
Log
Work
Performance
Reports
Change
Requests
Approved
Change
Requests
Project
Management
Plan
- Sub-plans
- Baselines
Lessons
Learned
Register
Project document
updates
Lessons
Learned Register
Final product,
service or result
transition
Final report
Deliverables
Work
Performance
Data
Issue Log
Change
Requests
Business
Case
Benefits Mgt,
Plan
Agreements
SOW
EEF & OPA
Project Mgt,.
Plan;
Project
Documents;
Work
Performance
Information
Agreements
EEF & OPA
Project Mgt,.
Plan;
Project
Documents;
Work Performance
Reports
Change Requests
EEF & OPA
Project
Charter
Outputs from
other
Processes
EEF & OPA
Project Mgt,.
Plan;
Project
Documents;
Deliverables
EEF & OPA
Project Mgt,. Plan;
Project Documents;
Accepted
Deliverables
Business Documents
Agreements
Procurement
Documentation
OPA
Project Mgt,.
Plan;
- Baselines
Project
Documents;
Approved
Change
Requests
EEF & OPA
Project Integration Management
Initiation
Group
Planning
Group
Execution Group
Monitoring & Control
Group
Close Project
or Phase
Input
Process
Output
Develop
Project
Charter
Monitor and
Control
Project Work
Perform
Integrated
Change
Control
Develop
Project
Management
Plan
Manage
Project
Knowledge
Close
Project or
Phase
Direct and
Manage
Project Work
Develop
Project
Charter
Develop
Project
Management
Plan
Direct and
Manage
Project Work
Manage
Project
Knowledge
Monitor and
Control
Project Work
Perform
Integrated
Change
Control
Close
Project or
Phase

5
➢ Project Selection Methods
➢ Project Business Case – Goal Statement
➢ Project Scope Statement - Statement of Work (SOW)
➢ SOW Vs Business case
➢ Project Charter
➢ Project Business Documents
➢ Project Benefits Management Plan
➢ Assumption Log
➢ Project Kick-off Meeting
➢ Project Management Plan & its Components
➢ Performance Measurement Baselines
➢ Project Documents
➢ Knowledge Management – Knowledge Types
➢ Output, Outcome, Benefit
➢ Perform Integrated Change Control (PICC)
➢ Change Control Board (CCB)
➢ Change Request Types
➢ Corrective Vs Preventive Action Vs Defect
Repair
➢ Work Authorization System
➢ Opportunity Cost; Sunk Costs
➢ ‘Project Closure
➢ Enterprise Environmental Factors
➢ Organizational Process Assets (OPAs)
➢ Lessons Learned

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Expert Judgement
Data Gathering
➢ Brainstorming
➢ Focus Groups
➢ Checklists
➢ Interviews
Interpersonal & Team Skills
➢ Conflict Management
➢ Facilitation
➢ Meeting Management
➢ Leadership
➢ Networking
➢ Political awareness
Project management information system (PMIS)
Data Analysis
➢ Alternative Analysis
➢ Cost-Benefit Analysis
➢ Earned Value Analysis
➢ Root Cause Analysis
➢ Trend Analysis
➢ Variance Analysis
➢ Document Analysis
➢ Regression Analysis
Decision Making
➢ Voting
➢ Autocratic decision making
➢ Multi-criteria decision analysis

7
➢ Ensuring that the deliverable due dates of the product, service, or result; project life cycle; and the benefits
management plan are aligned;
❖ Providing a project management plan to achieve the project objectives;
➢ Ensuring the creation and the use of the appropriate knowledge to and from the project as necessary;
❖ Managing the performance and changes of the activities in the project management plan;
➢ Making integrated decisions regarding key changes impacting the project;
❖Measuring and monitoring the project’s progress and taking appropriate action to meet project objectives;
➢ Collecting data on the results achieved, analyzing the data to obtain information, and communicating this
information to relevant stakeholders;
❖Completing all the work of the project and formally closing each phase, contract, and the project as a whole;
and
➢Managing phase transitions when necessary.

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Develop Project
Charter
Develop Project
Management Plan
Direct and Manage
Project Work
Manage Project
Knowledge
Monitor and
Control Project
Work
Perform
Integrated Change
Control
Close Project or
Phase
The process of developing a document that formally authorizes the existence of a project and provides the
project manager with the authority to apply organizational resources to project activities.
The process of defining, preparing, and coordinating all plan components and consolidating them into an
integrated project management plan.
The process of leading and performing the work defined in the project management plan and implementing
approved changes to achieve the project’s objectives.
The process of using existing knowledge and creating new knowledge to achieve the project’s objectives and
contribute to organizational learning.
The process of tracking, reviewing, and reporting overall progress to meet the performance objectives defined
in the project management plan
The process of reviewing all change requests; approving changes and managing changes to deliverables,
organizational process assets, project documents, and the project management plan; and communicating the
decisions.
The process of finalizing all activities for the project, phase, or contract.

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Develop Project Charter
Develop Project Charter is the process of developing a document that formally
authorizes the existence of a project and provides the project manager with the
authority to apply organizational resources to project activities.
The key benefits of this process are that it provides a direct link between the
project and the strategic objectives of the organization, creates a formal record
of the project, and shows the organizational commitment to the project.
This process is performed once, or at predefined points in the project.

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➢ Benefit Measurement Methods : Numerical & Non-Numerical
❖ Numerical Methods : Benefit/Cost Ratio; Payback Period; NPV; IRR; PI; ROI; Scoring Model (Multi Criteria
Decision Making)
❖ Non-Numerical Methods : Sacred Cow; Murder Board; Operational Necessity; Competitive Necessity
➢ Constrained Optimization Methods
Project Selection
Methods
How are potential projects
selected from all possible
projects?
The Business Case provides the Reasoning (Justification) for Initiating a Particular Task or Project –
Feasibility Study - Determining if the project is Worth the Investment: Provides Information about
Background of the Project, Expected Strategic / Commercial Benefits, Gap Analysis, Risks and
Expected Cost.
Business Case
Development
What is the business need or
justification for the project?
Strategic : Business Growth; Diversification; New Market Entry; Process Improvement; Competitive
Advantage; Profitability; etc……
Financial : Profits; Returns on Investment; Working Capital; Capital Budget etc……
Non-Financial – Operational : Operational Necessity – Convenience, Flexibility;
Project Selection
Criteria
Does the project meet the
required strategic, financial, and
non-financial criteria?
Who are Our Stakeholders – What Influence they have?
What is the Primary Role of the Project Sponsor?
The project sponsor is an internal stakeholder who provides initial idea, opportunity, or issue that needs to be addressed by the
project; Provides Financial and Resource support for the project and has ultimate accountability for its success. The project
manager reports directly to the project sponsor, and it is important that the two have a good working relationship.
Who are our Customers? – Internal & External
Project Stake Holders
Sponsor / Customer
The Project Statement of Work (SOW) contains a high-level narrative description
of the product, service, or result delivered by a project – Before the Project
Provided by the Project Initiator or Customer or Sponsor
Project SOW
Project Initiation : Business Case & Project Selection

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Project Charter refers to a statement of objectives of a project – What is
Expected from the Project, authorizing Project Manager to utilize the Resources.
This statement also sets out detailed project goals, roles and responsibilities,
identifies the main stakeholders, and the level of authority of a project manager.
The Purpose of a Project Charter is to provide vital information about a
project in a quick and easy to comprehend manner.
Project charters are used to get approval and buy-in for projects and initiatives
as well as declaring scope of work, teams, authorities, project leads, measures etc.

SN Panigrahi, Essenpee Business Solutions, India 12
Project
Charter
Business
Case &
Objectives Problem /
Opportunity
Statement &
Broad Scope
Major Mile
Stones
Broad
Budget
Key
Stakehold
ers
Assumptio
ns &
Constraint
s
Primary
Risks
Performan
ce
Measurem
ent
Criteria
Why
Why are we doing this
project?
Justification
Who
Who all are involved from
the start of the Project?
When
When is the project going
to start and end?
What
What is the project
Budget?
Signed off
by the Project Sponsor /
Initiator with Date
Formally Authorizes the
Project Manager to Start
the Project
What
What is Problem or
Opportunity for which
Project is Initiated?
& What is Scope?
What
What are the Primary
Risks involved in the
Project?
SNPanigrahi,EssenpeeBusinessSolutions,India

The Six Sigma Project Charter – Elements :
➢ The Business Case, which sets out why a project is important to an organization – the
Need; Why Taken up – Justification; If Taken up what will be the Outcome & if Not
Taken up What will be the Consequences.
➢ The Problem Statement / Opportunity Statement, which defines an issue and how it is
affecting the organization – Covers : What is the Problem (CTQ – Current) – Since When
the Problem Existing – Where is the Problem – How did you Come to Know – What is the
Impact
➢ The Goal Statement, which should be in line with the problem you seek to solve, and
which should be SMART – Specific, Measurable, Attainable, Relevant and Time-bound.
➢ The Scope Statement, which defines the limits of the project and shows both what
should be included and what should be excluded.
➢ The Project Milestones, outlining the key activities that need to be completed and the
projected dates of completion.
➢ The Project Budget, provides broad estimate of all costs that are likely to be incurred
➢ A list of the Team Members that will be working on the project, which will depend on the
problem that needs solving and project scope.
➢ Sign-Off with Date – Project Sponsor must Sign-off with Date in-order to Formally Lunch
the Project

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Project Design
Deliverable -2
Financing
Deliverable -3
Placing
Contracts
Deliverable -4
Project
Execution
Deliverable - 5
Milestone -2
Project
Design
Ready by
30th Sep
Milestone - 3
Availability of
Funds
By
2nd Oct
Time Lines
Total Project Schedule
Example:
Common Facility Center (CFC) Project
Project
Handover
Deliverable -6
Project Planning
Deliverable - 1
Milestone - 4
Contract
Finalization
By 1st Nov
Milestone - 5
Project Work
Completion
15th Jan
Milestone - 6
Project
Handover to
Customer
By 26th Jan
Milestone - 1
Overall Project
Milestones,
Timelines,
Budgets etc
Finalized
By 15th Sep
SN Panigrahi
Starting of
the Project
15th Aug
End of the
Project
26th Jan
A project milestone is a task of zero duration that shows Significant Achievement along a
project timeline.

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A deliverable is a Quantifiable tangible or intangible good or service produced as a result of a
project or part of a project that is intended to be delivered to a customer (either internal or
external).
A deliverable could be a Product, a Part, a Report, a Document, a Software Product, a Server
upgrade or any other building block of an overall project.
A work breakdown structure is based on these Deliverables.
Deliverable
Deliverable
Quantifiable
Results
Tangible
or
Intangible
To be
Delivered
To a
Customer

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Project Selection Methods
Financial Analysis
Strategic Alignment
Solving Problems
Taking Advantage of Opportunities
Fulfilling Requirements
Time Frame
Weighted Scoring Model

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Non Numerical Models
Sacred Cow
Operating
Necessity
Murder board
Competitive
Necessity
Numeric (Financial)
Models
Benefit Cost Ratio
Payback Period
Present Value (PV)
Net Present Value (NPV)
Internal Rate of Return (IRR)
Profitability Index (PI)
Return on Investment (RoI)
If the Ratio is > 1 Select
Lower Payback Period is Better
Select Project with Lower one
Convert Future Value into
Present Value (PV)
Higher NPV is Better
Select Project with Higher NPV
Higher IRR is Better
Select Project with Higher IRR
Higher PI is Better
Select Project with Higher PI
Higher RoI is Better
Select Project with Higher RoI

DepreciationSunk costOpportunity Cost
Purchase Value
•The initial cost to purchase the
resources (or equipment)
Salvage Value
•The scrap value of the resources (or
equipment) at the end of the project
Depreciation
•Large assets purchased by the
company lose value over time
(Purchase Value –Salvage Value).
➢ A Reduction in the value of an
asset over time, due in
particular to wear and tear.
Depreciation =
(Purchase Value –Salvage Value) /
Useful Life
"Sunk cost is a loss which
should not play any part in
determining the future of the
project."
Unfortunately, project sponsors
and other senior executives (and
even project managers) often
value completion over
usefulness and it does take
courage to suggest to your
sponsor that you stop a project
that has already seen significant
investment
These costs are often forgotten
in business cases, but they are
essential to know about.
Opportunity Cost is the Loss of
Potential Future Return from
the Best Alternative (which is Not
Selected) Project when a choice is
required for several mutually
exclusive projects.
It can also be defined as “the
opportunity (potential return) that
will NOT be realized for the
second best project not selected”.
Since there are limited resources
such as human, time, money, etc.,
we cannot work on infinite
number of projects at the same
time. Opportunity cost is a
concept to help you judge which
project(s) to take and which
project(s) NOT to take based on
the relative potential returns of
the project(s).
SNPanigrahi,EssenpeeBusinessSolutions,India

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Project Management Plan
A Project management plan is a formal, approved
document that defines how the project is executed,
monitored, and controlled. It may be a summary or a
detailed document and may include baselines, subsidiary
management plans, and other planning documents.
Subsidiary
Management
Plans
Base Lines
Scope Baseline,
Schedule Baseline,
Cost BaselineProject Documents
Project Documents covers documents created during and
for the project itself. The list of project documents is
extensive, and basically includes all other documents
used on the project that are not part of the Project
management Plan

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Scope Management
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
Schedule Management
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule (*Check
resource availability before Publish)
Cost Management
7.1 Plan Cost Management
7.2 Estimate Cost
7.3 Determine Budget
Quality Management
8.1 Plan Quality Management
Resource Management
9.1 Plan Resource Management
9.2 Estimate Activity Resources
Communication
Management
10.1 Plan Communication
Management
Risk Management
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Analysis
11.4 Perform Quantitative Analysis
11.5 Plan Risk Responses
Procurement
Management
12.1 Plan Procurement
Management
Stakeholder Management
13.2 Plan Stakeholder
Engagement
Project Management Plan – Subsidiary Plan Processes
Develop Project
Management Plan is an
Integrated Plan. It has
Subsidiary Plan Processes.
A Project Management Plan -
the output of Develop Project
Management Plan is a formal
document that defines how
a project is going to be
carried out. It outlines the
scope, goals, budget, timeline,
and deliverables of a project,
and it's essential for keeping
a project on track.
The ongoing refinement of the
project Management plan is
called progressive
elaboration, indicating that
planning and documentation
are iterative
or ongoing activities.

21
A baseline in project management is a
clearly defined starting point for your
project plan.
It is a fixed reference point to measure
and compare your project’s progress
against.
This allows you to assess the performance
of your project over time.
A project baseline typically has three
components: schedule, cost, and scope.
Often, these three baselines are
separately monitored, controlled, and
reported to ensure each is on track.
When fully integrated, it may be
referred to as a Performance
Measurement Baseline (PMB).
Develop
Schedule
Scope
Baseline
Determine
Budget
Schedule
Baseline
Create WBS
Cost
Baseline

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Project Management Plan
Base Lines
Scope Baseline,
Schedule Baseline,
Cost Baseline
Execution
Execute as per Plan
Implement the most up-to-
date version of the project
management plan,
Monitor & Control
How the Project is Conforming
to the Plan and Taking Action
to Address Variances.
Comparing Plan & Execution
Perform Integrated
Change Control
Change Requests
Approved Change Requests
Validate Scope
Getting Acceptance
from Customers
Verified
Deliverables
Accepted
Deliverables Close
Project or
Phase
Deliverables

23
Change Management Plan.
Performance Measurement
Baseline
Management Reviews
Configuration Management
Plan
Project Life Cycle
Development Approach
Describes how the change requests throughout the project will be formally authorized and
incorporated.
Describes how the information about the items of the project (and which items) will be
recorded and updated so that the product, service, or result of the project remains consistent
and/or operative.
An integrated scope-schedule-cost plan for the project work against which project execution
is compared to measure and manage performance.
Describes the series of phases that a project passes through from its initiation to its closure.
Describes the product, service, or result development approach, such as predictive,
iterative, agile, or a hybrid model.
Identifies the points in the project when the project manager and relevant stakeholders will
review the project progress to determine if performance is as expected, or if preventive or
corrective actions are necessary.
Most components of the project management plan are produced as outputs from other processes, though some are produced during this
process. Those components developed as part of this process will be dependent on the project; however, they often include but are not
limited to:

24
Project Documents
1. Activity attributes 19. Quality control measurements
2. Activity list 20. Quality metrics
3. Assumption log 21. Quality report
4. Basis of estimates 22. Requirements documentation
5. Change log 23. Requirements traceability matrix
6. Cost estimates 24. Resource breakdown structure
7. Cost forecasts 25. Resource calendars
8. Duration estimates 26. Resource requirements
9. Issue log 27. Risk register
10. Lessons learned register 28. Risk report
11. Milestone list 29. Schedule data
12. Physical resource assignments 30. Schedule forecasts
13. Project calendars 31. Stakeholder register
14. Project Communications 32. Team charter
15. Project Schedule 33. Test and evaluation documents
16. Project schedule network diagram 34. Work Performance Data
17. Project scope statement 35. Work Performance Information
18. Project team assignments 36. Work Performance Report

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What is a Kickoff Meeting?
A kickoff meeting is one of the first meetings held amongst the Project
Stakeholder when starting a new project. This meeting can include the
high-level project stakeholders such as the project sponsor,
management, and the project manager, as well as the team members
and the project manager. This meeting plays a vital role because it
gives a project manager the opportunity to define the common goal
and the purpose of completing the project and as well build a
consensus.
The project kick-off meeting is usually associated with the end of
planning and the start of executing.
Purpose : Its purpose is to communicate the objectives of the project,
gain the commitment of the team for the project, and explain the roles
and responsibilities of each stakeholder.

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The kick-off may occur at different points in time depending on the
characteristics of the project:
For Small Projects:
For small projects, there is usually only one team that performs the
planning and the execution. In this case, the kick-off occurs
shortly after initiation, in the Planning Process Group,
because the team is involved in planning.
In small projects, you usually conduct only one project kickoff
meeting. This may be their first meeting together since most of the
team members are new.
When Kick off Meeting Held?
Small Projects After Initiation – In the
Planning Process
Large Projects When Initial Planning
is Complete & in the
Execution Process
Multi-Phase Projects At the beginning of
each phase
For Large Projects:
In large projects, a project management team normally does the majority of the planning, and the remainder of the
project team is brought on when the initial planning is complete, at the start of the development /
implementation. In this instance, the kick-off meeting takes place with processes in the Executing Process
Group.
Multiphase projects will typically include a kick-off meeting at the beginning of each phase.
The meeting will be a virtual kickoff meeting where all participants can communicate with each other through
the internet if the project is complex and spread out across a large geographical area.
When Does the Kickoff Meeting Take Place?

27
Types of Knowledge
Explicit Knowledge
Tacit Knowledge
Can be captured, written down and
presented in documents and
databases
Knowledge in heads. It is much
less concrete and more difficult
to document and measure.

28
Work Shadowing
A team member can watch someone doing a particular job or activity to more easily learn the process.
Observation is also known as “job shadowing.” It is usually done externally by an observer viewing a
business expert performing a job. It can also be done by a “participant observer” who actually
performs a process or procedure to experience how it is done to uncover hidden requirements.
Reverse Shadowing
Reverse shadowing is where a more junior member of staff, who is recognized as one of the
organization’s lynch pins, shares some of their hard-earned experience with a colleague from the
managerial / leadership cadre, on how to circumnavigate barriers in order deliver a key piece of work
effectively and efficiently.
In this scenario, it is the junior member of staff who wields the influence, possibly through contacts,
experience or personality.
The reverse shadowing offer would be an initial 30 minute conversation, to be repeated depending on the
parties involved.

29
The Project Management Information System (PMIS) is used to
help the project manager keep track of the many aspects of the
project.
The PMIS includes automated tools, such as scheduling software,
a Configuration Management System, shared workspaces for file
storage or distribution, Work Authorization software, Change
Control System, time- tracking software, procurement
management software, and repositories for historical information.
Project Management
Information System (PMIS)

30
Configuration
Management
Plan
Configuration Management plan that sets out how all
aspects of the project will be tracked. For example, it
can manifest as a document control system, a parts
numbering system, unique numbers for each node of
the work breakdown structure, or numbers allocated
to each change request received.
The purpose of the Configuration Management Plan is
to make sure everyone knows what version of the
scope, schedule, and other components of the project
management plan are the Latest and Relevant. The
configuration management plan defines how you will
manage changes to the deliverables and the resulting
documentation.

31
A change management plan defines activities and roles to manage
and control the change during the execute and control phases of
the project.
A change management plan helps manage the change process,
and also ensures control in budget, schedule, scope, communication,
and resources. The change management plan will minimize the
impact a change can have on the business, employees, customers,
and other important stakeholders.

32
A change request is a formal proposal to modify any document, deliverable, or baseline. When issues
are found while project work is being performed, change requests can be submitted, which may
modify project policies or procedures, project or product scope, project cost or budget, project
schedule, or quality of the project or product results
Other change requests cover the needed preventive or corrective actions to forestall negative impact later
in the project.
Any project stakeholder may request a change. Change requests are processed for review and
disposition through the Perform Integrated Change Control process.
Change requests can be initiated from inside or outside the project and they can be optional or legally /
contractually mandated.
Change Requests May Include:
Corrective Action
An intentional activity that
realigns the performance of
the project work with the
project management plan.
Preventive Action
An intentional activity that
ensures the future
performance of the project
work is aligned with
the project management
plan.
Defect Repair
An intentional activity to
modify a nonconforming
product or product
component.
Updates
Changes to formally
controlled project documents,
plans, etc., to reflect modified
or additional ideas
or content.

33
Process
Perform
Integrated
Change
Control
(PICC)
is the process
of Reviewing all
Change
Requests &
Deciding on
Change.
Process Group
Monitor & Control
Knowledge Area
Integration Management
Input
Change Requests
Executing
Processes
Monitor &
Control
Processes
Output
Direct & Manage
Project Work
Change Log
Approved
Change
Requests
Many Processes
Produce Change
Requests as an Output. Control
Quality
Control
Procurement
If the Customer /
Client is not
involved in the
Process, their
Consent is Required
to Implement the
Change Request.

34SN Panigrahi, Essenpee Business Solutions, India

Whether Change
is Required?
Changes Requested by Many
Stakeholders
Changes may be Required
from Various Process
Reject Change
Yes
No
Formally Document &
Raise Change Request
Record Change Request in
Change Log
Analyse Impact
of Change Request
Submit Change Request
with the Proposal to CCB
CCB has
Authority
to Accept
or Reject
the
Change
Request
Change Request
Accepted by
CCB?
Update Change Log;
Update Project Mgt. Plan;
- Update Baselines
Update Project Documents
Communicate to Concerned
Stakeholders
Approved Change Request
Yes
Update Change Log;
Communicate to
Initiator
After Updates
Implement Changes
as per the Revised Project
Management Plan &
Project Documents
Direct & Manage Project
Work
Control
Quality
No
Control
Procurement
Execute

36
Phase Closure
on Completion
Project Closure
on Completion
Trigger for
Project Closure
Project Closure
on Termination
A project can be closed for
Different Reasons, all Depending
on the Nature of the Project, & the
Circumstances etc.
If the project has several phases, then on Completion of
each phase, there should be closure.
When the project is Completed Successfully & Delivered its
Outcomes & got Acceptance of Customer, then Project May
Close.
This is the stage where all deliverables are finalized and
formally transferred, and all documentation is signed off,
approved, and archived.
When an Unexpected Risk event Arises, Driving the Project
Team to Terminate the Project, or when the Project Fails in
Delivering the Expected Benefit / Objectives or Termination
on Mutual Consent. This kind of closure can also occur when
a strategic change is decided by the organization or for
budget restriction impacting the project portfolio.
What Triggers the Closure of Project?
The Project Charter will include
Project Success Criteria, Project
Exit Criteria and who will sign off
the project. Project exit criteria are
the conditions that need to be met in
order to close or cancel the project/
phase.

37
➢ Confirm the Formal Acceptance of the Deliverable / Legal Closure
➢ Transfer the product / service/ result to the next phase or to the operations - Hand off
completed product
➢ Obtain Formal Confirmation that Contracts are Completed.
➢ Obtain Financial, Legal and Administrative Closure and ensure Transfer of Liability
➢ Complete Final Performance Reporting - Create the Final Project Report
➢ Obtain Feedback from relevant stakeholders to evaluate their satisfaction
➢ Update Lessons Learned
➢ Archive Project Documents
➢ Release Resources
➢ Celebrate the Project Success.
Activities Involved in Closure of Project?

38
Note that the Close Project or Phase process involves getting the final, formal acceptance of the
project or phase as a whole from the customer, whereas the Validate Scope process in scope
management (a monitoring and controlling process) involves getting formal acceptance from the
customer for interim deliverables. The project needs both processes.

❖Interviews are used to elicit information from stakeholders by talking directly to them.
Interviewing experienced project participants or subject matter experts can help in identifying
requirements, risks, project constraints, acceptance criteria, quality needs and expectations, etc.
• Interviews are very useful when you want to collect confidential information.
Interviews
➢Brainstorming is a group creativity technique by which efforts are made to find a Solution for a
specific problem by gathering a list of ideas spontaneously contributed by its members.Brainstorming
❖A data gathering technique where a group of stakeholders and subject matter experts are
brought together. A trained moderator guides the group through an interactive discussion
designed to be more conversational than a one-on-one interview.
Focus Groups
➢ Facilitation is the ability to effectively guide a group event to a successful decision,
solution, or conclusion. A facilitator ensures that there is effective participation, that participants
achieve a mutual understanding, that all contributions are considered, that conclusions or
results have full buy-in.
Facilitation
Technique
❖ Focus Groups tend to be for the purpose of learning about stakeholder expectations, whereas
Facilitated Workshops tend to be more focused on addressing a particular solution.
Focus Group
Technique Vs
Facilitation
Workshop

40
❖Techniques to make Final Decisions about which requirements should be
recorded and which should be left out. Examples of group decision-making
techniques include Unanimity (Consensus), Majority, Plurality, and Autocratic
/ Dictatorship.
Group Decision-
making
Techniques
➢Gather information quickly from stakeholders who might be not be able to be
interviewed in person or attend focus groups. When using any form of
questionnaire or survey, consider the language used to ensure that responses
are as objective as possible.
Questionnaires
and Surveys
❖Provide a way for the project manager to observe stakeholders in their
environment as a way to gain insight into what their requirements might be.
Observations
➢A form of representation of the final deliverable that the customer can check. By
presenting a stakeholder with a prototype showing requirements, the project
manager can get feedback before producing the final versions.
Prototypes
❖ An information gathering technique used as a way to reach a consensus of
experts on a subject. Experts on the subject participate in
this technique anonymously. A facilitator uses a questionnaire to solicit ideas
about the important project points related to the subject
Delphi
Technique

41
Alternative analysis is the evaluation of the different choices available to achieve a particular project
management objective. It is an analytical comparison of different factors like operational cost, risks,
effectiveness as well as the shortfalls in an operational capability.
In Cost-Benefit Analysis, you convert the benefits into monetary values. It is a ratio used in a cost-
benefit analysis to summarize the overall relationship between the relative costs and benefits of a
proposed project. If a project has a Cost – Benefit Ration (CBR = Cost / Benefit) is Less than 1.0, the
project is expected to deliver a positive net present value to a firm and its investors.
Earned Value Analysis (EVA) — a quantitative project management technique for evaluating project
Progress & Performance and Predicting final project results. It compares the actual work completed at any
time to the original budget and schedule. It forecasts the final budget and schedule and analyzes the path
to get there. It gives you the essential early warning signal that things are going awry.
A Root Cause Analysis (RCA) is a project management methodology that attempts to get to the bottom of
a problem. ... Root cause analyses aim to help resolve Problems, Issues, Complaints about quality /
Performance, fix problems that occur in the process by Identifying Root Causes.

42
A Trend Analysis is a tool and technique used during the monitor and control phase of the project life-
cycle. Using the trend analysis is critical to help your project complete on time, within budget, with the
intended scope. Trend analysis is based on the idea that what has happened in the past gives traders
an idea of what will happen in the future.
Variance Analysis is the quantitative investigation of the difference between actual and planned
behavior. This technique is used for determining the cause and degree of difference between the
baseline and actual performance and to maintain control over a project.
Document Analysis is a form of qualitative research in which documents are interpreted by the Project
Management team and Project team members to gather information and supporting details for an
assessment topic.
Regression analysis technique analyzes the interrelationships between different project variables that
contributed to the project outcomes to improve performance on future projects. In simple terms it is an
Interpolation Technique used in statistics.

43

44
Question: Kane is a project manager in the company. The senior
manager has requested his help on a critical project where the
agreement has been finalized. They have completed the business
case document and the client has decided to go with him as a
project manager on this project. What is the next step on this
project?
A: Start working on high level project schedule
B: Complete the project statement of work
C: Finalize the project charter
D: Identify the stakeholders on the project.

45
Ans : C

46
Tony is a vice president of the organization that is initiating work on a
new software upgrade project. He is looking into the organization
repository to get some information on project charters that were used
in some previous projects. Which of the following is not true about the
project charter?
A: The charter gives a summary of the milestone schedule.
B: The charter is given by the project sponsor.
C: The project charter gives authority to the project manager.
D: It is mandatory that the project manager be consulted while
documenting the project charter.

47
Ans : D

48
You have just been assigned as the project manager for an ongoing project
in your company. You have discovered there is no Project Charter that
describes the responsibilities and authorities of the project manager. When
you talked to your project sponsor about the issue, he told you that nobody in
the company even knows what a Project Charter is or what purpose it
serves. He also told you that your company has executed numerous projects
in the past without ever using a Project Charter. However, he asked you to
prepare one just in case it is really a necessary project document. Where
should you look for a Project Charter template to update in order to meet
your project requirements?
A. Project Business Case
B. Enterprise Environmental Factors
C. Project Statement of Work
D. Organizational Process Assets

49
Answer: B. Enterprise Environmental Factors
Explanation: Your organization has never created a Project
Charter in the past, so you must find a Project Charter template to
update in order to create a Project Charter for your project.
This is a tricky question. Usually templates for project documents
are found in the Organizational Process Assets. However, since
your company has never developed a Project Charter, you cannot
find this template there. You can find templates for a Project
Charter on websites and in commercial databases, which are
included in Enterprise Environmental Factors.

50
Your company has just been awarded the contract for an
important research project. The CEO of your company has
asked you, as the project manager, to create the project charter
and send it to her so that she can review and approve it. To
create the project charter, you need the project's statement of
work (SOW). What should you do?
a) Create the SOW yourself since you are the project manager
b) Look for the SOW in your organizational process assets
(OPAs)
c) Ask your customer to provide you with the SOW
d) Ask your CEO to provide you with the SOW

51
Ans : C
Since your company has been awarded the contract, you would need the
project's procurement SOW agreed upon in the Conduct Procurements
process for selecting a seller or in the contract, if there is a signed
agreement in place. Among the four answer choices, the best option is to
ask the customer for the SOW.
Asking the customer (i.e., the buyer) for the SOW ensures you have the
version that was approved from the customer's perspective. In addition,
collaborating with the initiating company allows you to have a better
understanding of the project purpose, objectives, and expected benefits
that will help in crafting the project charter

52
Which of these is not correct about a project charter?
1.A project charter is developed by the project manager with help
from the project team and stakeholders and Approved by Sponsor.
2.A project charter authorizes the project manager to use the
corporate resources.
3.A project charter lists the project approvers and project manager.
4.A project charter contains an exhaustive list of all possible risks,
constraints and assumptions.

53
The correct answer is Choice 4.
The project charter has an initial list of risks, constraints and
assumptions. These are later updated in other project documents
such as risk register, and assumption log.

54
•Which of the following is an output of the Develop Project
Charter process?
A.Issue log
B.Assumption log
C.Change log
D.None of the above

55
The correct answer is Choice B.
The assumption log is created in the Develop Project Charter process
with various high- level assumptions on strategy and operational
situations.
Later, when the project is in- progress, details (about activities,
resource availabilities, etc.) are added to the assumption log. See
Page 81 of the PMBOK®.

What is a recommended method for controlling change within a project?
A. Have only the project manager able to initiate change.
B. Have each change approved or rejected through a formal change control
process.
C. Allow each project member ultimate control of changes within their realm of the
project without a review process.
D. Freeze scope and allow absolutely no changes.

Ans :
B - The change control procedure varies from project to project.
However, every change request must be processed through a formal
change control process. [PMBOK 6th edition, Page 113] [Project
Integration
Management]

A project manager calls you in as a consultant to provide input on
developing the Project Charter. According to the PMBOK, your contribution
to the project could best be termed as:
A. Professional Consultant
B. Expert Judgment
C. Charter Consultant
D. Expert Consultancy

Ans :
B - Expert Judgment is judgment provided, based on expertise in
anapplication area, a knowledge area, a discipline, an industry, etc.
Expert Judgment is available from many sources including
consultants.
[PMBOK 6th edition, Page 79] [Project Integration Management]

Which process is concerned with providing forecasts to update current cost
information?
A. Monitor and Control Project Work
B. Project Management Information System
C. Close Project or Phase
D. Direct and Manage Project Work

Ans : A
During the Monitor and Control Project Work process, work performance data is
gathered and passed to the controlling processes. The Monitor and Control
Project Work process is responsible for keeping track of the all project's
measures, including cost.

Which of the following would not be considered an Enterprise
Environmental Factor during the Develop Project Charter process?
A. Scope Statement
B. Organizational infrastructure
C. Governmental standards
D. Marketplace conditions

Ans :A
The scope statement is clearly not an enterprise environmental factor,
whereas the other three choices—governmental standards,
organizational infrastructure, and marketplace conditions—are
enterprise environmental factors.

The Close Project or Phase process is not performed when:
A. Cancelling projects
B. Closing projects
C. Closing project phases
D. Reactivating projects

D - The Close Project or Phase process allows the project manager to
close or finish a specific phase of the project.

Which of these tools and techniques is common to all seven
Project Integration Management processes?
A. Meetings
B. Data analysis
C. Data gathering
D. Expert Judgment

D - All seven processes of Project Integration Management
use Expert Judgment as a tool and technique. [PMBOK 6th
edition, Page 71] [Project Integration Management]

You are beginning a new project. When should you use the Perform Integrated Change
Control process?
A. Throughout the entire project
B. Only when closing out the project
C. Only after the project is completely funded
D. Only after the project scope is clearly defined

Ans :A
Changes can occur in the project at any time. The Perform Integrated Change
Control process is valuable for managing and tracking those changes. [PMBOK
6th edition, Page 115] [Project Integration
Management]

The project management team has determined that there are some changes
to the scope of the project. According to the PMBOK, who is responsible for
reviewing, evaluating, and approving documented changes to the project?
A. Change Control Board (CCB)
B. Change Configuration Board (CCB)
C. Scope Control Board (SCB)
D. Configuration Control Board (CCB)

Ans :A
The Change Control Board is a group of formally constituted
stakeholders responsible for reviewing, evaluating, approving,
delaying or rejecting changes to the project.

What is the difference between the Monitor and Control Project Work process and
the Direct and Manage Project Work process?
A. The Monitor and Control Project Work and the Direct and Manage Project
Work processes are the same.
B. The Monitor and Control Project Work process monitors the project
performance while the Direct and Manage Project Work process is concerned
with performing the activities to accomplish project
requirements.
C. The Monitor and Control Project Work process is a sub-process of the Direct
and Manage Project Work process.
D. There is no such thing as the Monitor and Control Project Work process.

Ans : B
The Monitor and Control Project Work process monitors the other
project processes including the Direct and Manage Project Work
process, while the Direct and Manage Project Work Process
completes the project scope.
[PMBOK 6th edition, Pages 70] [Project Integration Management]

You are a consulting project manager and an investment bank has a contract with you to
run a large information technology project that is expected to last 15 months. During the
Direct and Manage Project Work process, you discover that several regulatory
requirements were addressed in the project management plan but missed from the
scope statement.
Failure to meet these requirements could result in legal action against the company.
However, implementing the technology to comply with these regulations could exceed
the budget and scope of the project and result in the cancellation of the project. What
should you do?
A. Do not do anything as these requirements are not a part of the scope baseline.
B. Request additional funds to implement these requirements.
C. Submit a change request to incorporate the missed requirements in the project's
scope.
D. This is a classic example of scope creep and such requirements must beignored.

Ans :C
All regulatory requirements must be met. Doing nothing or considering this a
scope creep are not valid options. You would have to request additional funds, but
first you need to submit a change request for approval. A change request can be
submitted as a part of the Direct and Manage Project Work process.

76
Your main focus is to make sure you complete the project within schedule.
When should someone use the Perform Integrated Change Control process?
A: It should be only used when the project scope is clearly defined.
B: It should be only used when somebody is closing the project.
C: It should be only used when the project is completely funded.
D: Throughout the entire project.
SN Panigrahi, Essenpee Business Solutions,
India

77
And : D
India

78
During a Project Meeting, one of the Team Members Suggests a
Nice Feature that the Customer may Like. During Implementation,
which later Causes Cost Overrun & Schedule Delays.
What should the Project Manager Could have Done to Prevent this?
a)Perform a Risk Analysis
b)Consulted the Quality Management Plan
c)Better Controlled Project Documents
d)Followed the Perform Integrated Change Control Process

79
Ans : D
Followed the Perform Integrated Change Control Process

80
The customer contacts you to add more scope on the project. You tell the
customer to provide you the details of the change in writing. As a project
manager, what is your next step?
A: You need to make sure that your stakeholder understands the impact
of the change
B: Ask the stakeholder if there are any more similar changes expected.
C: It is very important to understand that why this change was not
discovered during the planning stages.
D: Complete integrated change control process.
India

81
And : D
India

Question: Tony's project is in execution stage. The customer asked
for more product features which will eventually impact scope, cost,
and schedule. Keeping in mind that CCB approved the change, what
will be his next step?
A: Update the project charter
B: Update the project management plan
C: Implement the change
D: Update the scope baseline

Ans : B

84
You have very good relations with buyer’s project manager. The buyer’s
project manager has informally asked you to make some scope related
changes. These are minor changes and if you do this, you will have a higher
probability to get additional contracts. What should be your next step?
A: Reach out to your manager and tell him that since these are small changes
you should go ahead and make the changes.
B: Tell the project manager to formally make a change request.
C: Agree to manager’s request since changes are small.
D: Refuse to do the change. This will help maintain your credibility.

85
Ans : B
Tell the project manager to formally make a change request.

86
Change management systems deal with changes in project processes, baselines, etc.
Configuration management systems deal with the changes in product characteristics.
Which of the following statements is true regarding change management and
configuration management systems?
(a) The configuration management system is a subset of the change management
system
(b) The change management system is a subset of the configuration management
system
(c) The configuration management system and the change management system are
not related to each other
(d) None of the above

87
Answer: b
Explanation: The configuration management system deals with the change in
the product scope and therefore, the change management system is a subset of
the configuration management system.

88
In change management, CCB reviews the changes in processes or in the
baseline and then make a decision to either approve or reject it. On the other
hand, configuration control deals with any change in product specification and
the processes. Which of the following activities is not included in the perform
integrated change control process?
(a) Configuration status accounting
(b) Configuration account checking
(c) Configuration identification
(d) Configuration verification and audit

89
Answer-: b
Explanation: Configuration identification, configuration status accounting,
configuration verification, and audit are configuration management activities.
Configuration account checking is made-up.
Reference: The PMBOK Guide, 6th Edition, Page: 118

90
What is the difference between a project charter and a team charter?
a) A project charter establishes the project scope and objectives and authorizes the project
manager to use organizational resources for the project. A team charter establishes how the
developers and members interact with each other to improve team outcomes.
b) A project charter establishes the project scope and schedule and must be signed for each
agile project. However, a team charter is not required for each agile project or team.
c) A project charter establishes the scope and commits resources for the project. A Team charter
establishes ground rules for team meetings and events.
d) A project charter establishes the project scope, budget and timelines. A Team charter
establishes the Definition of Done, and Definition of Ready for the Product Backlog Items.

91
The correct answer is Choice a.
The project charter establishes the initial high-level scope, timelines and
budget. However, the detailed scope, schedule, and budget are developed
during the planning stage. The project charter is required for projects, that
follow the predictive methodology.
On the other hand, the team charter is a working agreement between the
developers about the team interactions, meeting rules, etc. It establishes how
the team members will work with each other

92
Which one of the following processes, does not have the project charter as an
input?
1.Develop Project Management Plan
2.Direct and Manage Project Work
3.Collect Requirements
4.Define Scope

93
The correct answer is Choice 2.
The Direct and Manage Project Work process is part of the Executing Process
Group and does not have project charter as its input.
Project charter is usually an input for processes in the Planning Process Group.
In this case, all the processes except for the Direct and Manage Project Work
are part of the Planning and have project charter as an input.
There are 2 other processes that are not in the Planning Process Group but
have project charter as an input:
•The Identify Stakeholders process (part of the Initiating Process Group) and
•The Close Project or Phase process (part of the Closing Process Group).

A. Preventive action
B. Corrective action
C. Defect repair
D. Change request
10
0
An intentional activity to modify a nonconforming product or
product component is known as:

CORRECT: C. This is a standard definition used in the PMBOK guide under project integration
management (page 96).
10
0
In corrective action, you have found defects and you
take action so the future products can be defect-free.
In preventive action, you make an effort to avoid
any defects that may appear in the future.
Defect repair is about fixing the product.

A project to design and build a new aircraft is canceled after the
project has been underway for some time. What process is
employed to document what work was done and to what extent it
was completed?
A. Validate Scope
B. Control Scope
C. Control Quality
D. Close Project or Phase

Ans : D
Close Project or Phase

Which of the following PMBOK processes is about using existing
knowledge and creating new knowledge to achieve the project’s
objectives and contribute to organizational learning?
A. Use Project Knowledge
B. Create Project Knowledge
C. Contribute Project Knowledge
D. Manage Project Knowledge

Ans: D
Manage Project Knowledge

India
100
Your project is proceeding according to schedule. You have just learned that
a new regulatory requirement will cause a change in one of the project's
performance specifications. To ensure that this change is incorporated into
the project management plan, you should______________.
•A. Call a meeting of the change control board
•B. Change the WBS, project schedule, and project plan to reflect the new
requirement
•C. Prepare a change request
•D. Immediately inform all affected stakeholders of the new approach to take
on the project

India
101
Correct Answer: C
The change request should detail the nature of the change and its effect on
the project. Documentation is critical to provide a record of the change and
who approved it, in case differences of opinion arise later. A change request
is an output from the direct and manage project work process and an input
to the perform integrated change control process.

You are a Project Manager on a Consulting Project and you Just Received a Change
Request. You Referred the Project Management Plan, and followed the Procedures which
are laid out in the change control system. You are in the Process of Reviewing the change
and Documenting its Impact on the Project. The senior manger asks you the Reason for
your doing so. Which Process as per PMBOK are you doing by reviewing the change and
Documenting its Impact on the Project?
A) Monitor and Control Project Work
B) Direct Manage Project Work
C) Manage Request Changes
D) Perform Integrated Change Control

Ans : D
Perform Integrated Change Control

During Control Quality Activity, a Change was Suggested by the
Testing Team, that might save some Annual Maintenance Cost in
the Customer’s hand.
What Should the PMs Immediate Action?
A. Submit a CR after Analysing the Impact to CCB
B. Ignore the Team Request as such Changes are Not in the
Original Scope
C. Implement the Change as it will Benefit the Customer Directly
D. The PM has Authority to Effect Changes.

Ans : A
Submit a CR after Analysing the Impact to CCB

A project manager is leading a process improvement project for a factory operation.
Currently, the project manager and the team are performing the Monitor and
Control Project Work process. Which of the following activities might the project
manager and the team conduct during this process?
a) Comparing actual project performance against the project management plan
b) Implementing approved change requests to achieve the project's objectives
c) Analyzing change requests and either approving or rejecting them
d) Gaining formal acceptance of the deliverables by the customer or sponsor

Ans : A
Explanation:
Monitor and Control Project Work is the process of tracking, reviewing, and
reporting overall progress to meet the performance objectives defined in the
project management plan. Of the available choices, only comparing actual project
performance against the project management plan is performed during the Monitor
and Control Project Work process.

You are employed by a software development company as a project manager.
Your company has a policy that a change control board (CCB) reviews all of the
change requests for every project in your organization, and the CCB follows all the
recommended activities outlined in the PMBOK® Guide. You and your project team
do not serve as members of the CCB. Based on this scenario, which of the
following activities might be performed by members of the CCB?
a) Creating a change request
b) Implementing approved change requests to achieve the project's objectives
c) Evaluating changes to project artifacts not specified in the configuration
management plan
d) Monitoring implementation of approved change requests as they occur

Ans : A
Explanation:
The change control board (CCB) is a formally chartered group responsible for
reviewing, evaluating, approving, deferring, or rejecting change requests. The CCB
can include project stakeholders, and a change may be requested by any
stakeholder involved with the project. Therefore, it is possible for a member of the
CCB to create and submit a change request.

You are a project manager for a national consumer goods retailer. Currently, you are
about to start the development of the assumption log for a project to build a new retail
store. What should you do first?
a) Examine the project management plan
b) Start the Identify Stakeholders process as the assumption log is an output of this
process
c) Review the project scope statement
d) Read the project business case

Ans : D
Explanation:
The assumption log is a project document used to record all assumptions and
constraints throughout the project life cycle. The assumption log is created as an
output of the Develop Project Charter process, as such limited information is available
to create this project document.
High-level strategic and operational assumptions and constraints are normally
identified in the business case before the project is initiated and will flow into the
project charter. Lower-level activity and task assumptions are generated throughout
the project. The assumption log is used to record all assumptions and constraints
throughout the project life cycle. Therefore, of the available options, the project
business case is the best source of information to use in the development of the
assumption log.

As a project manager, you are in the process of establishing a knowledge
management system for your project. Which of the following actions will
be the least beneficial in this process?
a) A review of the lesson learned register
b) Reading the requirements documentation
c) An examination of the resource breakdown structure
d) Studying the project team assignments

Ans : B
Explanation:
Central to knowledge management is having the right processes and people with the right knowledge.
Having documents that identify the people and their capabilities are essential to identifying current
knowledge and the gaps that may exist.
Keep in mind that the question is asking for the document that will be 'least' beneficial in this process.
The requirements documentation provides a description of how individual requirements meet the
business need for the project.
Requirements documents do not identify the people or processes needed, whereas the other options,
namely the lessons learned register, the resource breakdown structure and project team assignments
are useful in determining what is required for a knowledge management system.
Therefore, of the available choices, reading the requirements documentation would be the least
beneficial for establishing a knowledge management system for the project and is, therefore, the best
answer to the question asked.

During a project's review, an executive states the project manager failed to forecast
future outcomes based on past results, review how other projects addressed the
similar issues, and analyze alternative solutions to issues. What has the project
manager most likely overlooked with his intuitive manner of running the project?
a) Using analytical techniques
b) Conducting document analysis
c) Performing alternatives analysis
d) Utilizing trend analysis

Ans : A
Explanation:
Analytical techniques are used to evaluate, analyze, or forecast potential outcomes
based on possible variations of a project or environmental variables and their
relationships with other variables. In this scenario, the executive is describing various
analytical techniques which the project manager has overlooked, including trend
analysis, document analysis, and alternatives analysis.
Running projects intuitively, without objective data and comparisons, is problematic
and may ultimately lead to the failure of the project. Data is objective, and the
executive is noticing that objective data is missing from the project. The incorrect
answer choices each address one, but not all, of the executive's concerns. Analytical
techniques provide the most comprehensive answer to the question asked, making it
the best response.

You are developing a project management plan for a project that is part of a
program. You have just been informed that a new procedure has been added to the
program management plan. The procedure requires that all changes that exceed
$10,000 in cost have to be reviewed by the change control board (CCB). What
should you do?
a) Nothing; the program management plan and the project management plan are
not correlated.
b) Submit a change request to the CCB to add the new procedure to the project
management plan
c) Add the new procedure to the project management plan
d) Add an addendum to the project charter to reflect the new procedure

Ans : C
Explanation:
When a project is a part of a program, the project management plan
should be consistent with the program management plan.
Therefore, the new procedure that requires all changes with a cost
impact of $10,000 or higher to be submitted to the CCB for review
should also be defined in the project management plans of all projects
that are part of the program.

The project is nearing its end. The executives are anxious to assign
the project manager to other projects. However, before moving on,
the project manager has to deliver the final product to the customer.
What should the project manager do first?
a) Reassign resources to other projects
b) Obtain stakeholder approval
c) Close the project
d) Present a list of quality concerns to the customer

Ans : B
Explanation:
The scenario implies the project is in its closing stage. Prior to delivering the final
product deliverables to the customer, formal acceptance of all relevant
stakeholders must be obtained based on the project scope, quality standards,
and acceptance criteria.
With stakeholder confirmation, then the project can confidently deliver the final
product to the customer.

Not all team members are properly checking out resources used in the
project. What is the best option for the project manager?
a) Wait until there is a need or the team is impacted
b) Direct noncompliant team members to read the project
management plan
c) Discuss the checkout rationale with the team
d) Remove the obstacle of checking out resources

Ans C
Explanation:
There is not enough information in the question to determine what resources exactly the scenario is
talking about, and what does this checkout procedure mean. Prospective PMP aspirants have to
keep in mind that questions on the real PMP exam may be short and vague. This question is a good
example of what you may encounter on your exam. Regardless of how ambiguous the scenario is,
always try to select the best answer to the question asked even if none of the choices looks like a
perfect/ideal answer.
During the Direct and Manage Project Work process, the project manager is guiding, directing, and
facilitating the plans of the project. Based on the scenario, it appears that the plans require the
resources to be checked out. Those plans need to be better communicated and understood. There
are many actions the project manager could take to direct and manage the project team to follow
through with those plans.
The answer choice that best aligns to that need is to discuss the purpose and rationale for the
resource checkout and why the team should follow those plans.

Sharing of project information is of utmost importance to the
organization. Project knowledge is shared on multiple systems, services,
and apps. The array of locations is becoming overwhelming for some of
the project team members. What is the best option for the project
manager to manage the project knowledge in this situation?
a) Close down some of the systems that the project team notes as
burdensome
b) Consolidate or streamline sharing processes where possible
c) Compromise with the team to allow each to post in the tool they find
most productive
d) Coordinate a weekly meeting to post all the team's knowledge at once

Ans : B
Explanation:
The scenario surrounds the Manage Project Knowledge process. Managing the vast
array of project knowledge is challenging, but important. Often, projects and their
organizations use a variety of tools and systems to collect, distribute, and access that
knowledge. Juggling the volume of the knowledge and its flow adds to the challenge.
Ensuring the project team members and other stakeholders use the tools well
enhances the timeliness and accessibility of project information. The project manager
and others can and should continuously seek out ways to improve project processes.
This includes the managing of project knowledge and the tools. If there are ways to
consolidate, streamline, et cetera, then efforts should be made to do so. Ignoring or
not following processes does not make the process better, it only makes it worse.

Before the baselines of your IT development project are established, the project
sponsor requires a major change in the project. You assessed him on the
impacts that change would have in the project. Which of the following
statements is true about this situation?
A. That change does not have to be formally controlled by the Perform
Integrated Change Control process.
B. Any change in a configuration element should be formally controlled and will
require a change request.
C. Formal integrated change control process is always required.
D. That change must be communicated to all stakeholders previously.

Ans : A
Once the project is baselined, change requests go through this
process. As a general rule, each project’s configuration
management plan should define which project artifacts need to
be placed under configuration control. Any change in a
configuration element should be formally controlled and will
require a change request, but this is not the case since the
baselines are not yet established. Before the baselines are
established, changes are not required to be formally controlled
by the Perform Integrated Change Control process. Therefore,
the right choice for this question is A.

A work authorization system can be used to:
A. Manage who does each activity.
B. Manage what time and in what sequence work is done.
C. Manage when each activity is done.
D. Manage who does each activity and when it is done.

Answer: B. Who does each activity (Choice A and D) is managed
with the schedule and responsibility assignment matrices. The
project schedule manages when each activity is done (Choice C). A
work authorization system is used to coordinate when and in what
order the work is performed so that work and people may
adequately interface with other work and other people.

All of the following would occur during the Close Project or
Phase process EXCEPT:
A. Creating lessons learned.
B. Formal acceptance
C. Release of Resource.
D. Performing benefits cost analysis

Answer: D.
Benefit-cost analysis (choice D) is done earlier in the project
to help select between the alternatives. All other choices are
made during closing. Therefore Choice D is the best answer.

130
True or false?
The preparation of a business case authorizes a project to proceed.
Answer: False.
The preparation of the business case does not authorize a project to proceed; it is authorized
by the project charter. The information contained within the business case is considered by
the appropriate stakeholders and then a decision is made.
The preparation of a business case is one of the first steps of deciding whether a project
should go ahead. Projects are declined or given a lower priority based on the information
contained in the business case, so the preparation of a business case is not a guarantee that
the project will proceed.
Note : In the exam, you should assume that all projects that have been authorized have
had a business case developed and approved. If a question presents a scenario that
indicates that your project has been formally approved, it already has a business case
completed in some form.

131
True or false?
The Project Sponsor Manages the Project.
Answer:
False. The project sponsor provides financial and political support for the project and has ultimate
accountability for the project, but does not actively manage it. It is the role of the project manager to take
responsibility for managing the project and report to the project sponsor.
The project sponsor is part of the project steering committee that provides oversight, and governance and
senior level advice to the project manager. The project manager reports regularly to the project steering
committee on the project progress and any risks or issues.
True or false?
The Project Manager is part of the Project Steering Committee.
Answer:
False. The project steering committee is composed of senior-level stakeholders and SMEs who provide
oversight and governance to the project. The project manager reports to the project steering committee and
is not part of it.

132
True or false?
The project statement of work contains a complete description of all the work to be
done as part of the project.
Answer:
False.
Given that the project statement of work is part of the initiating work on the project, it
contains only as much information as is known at that time. Generally, a complete
description of all the work to be done as part of the project is not known at this point in
initiating a project, so the project statement of work contains a high-level narrative
description of the product, service, or result delivered by a project.
The complete description of all the work to be done as part of the project is included
in the project scope statement.

133
True or false?
Stakeholders on a project include only the project manager, project
sponsor, customer, and project team members.
Answer: False.
These are all excellent examples of some stakeholders that you might
have on your project, but the definition of “stakeholders” is much broader
than those people directly involved in the project. It includes any person,
group, or organization that can affect or be affected by the project or any
of its deliverables.

134
India

135
SN Panigrahi SN Panigrahi, Essenpee Business Solutions,
India

Contact Details:
SN Panigrahi
9652571117
snpanigrahi1963@gmail.com
137

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