Process Group/ Initiating Planning Executing Monitor and Controlling Closing

Knowledge Areas

04.Integration Develop Project Charter

05.Scope
06.Schedule
07.Cost
08.Quality
09.Rescource
10. Communication
11. Risk
12. Procurement
13. Stakeholders

s
 EXECUTING

4.3 DIRECT AND MANAGE PROJECT WORK

1. Is the process of leading and performing the work defined in the project management plan and implement approved change request.
2. The key benefits of this project is that it provides overall management of project work and deliverables, thus improving the probability of project success .
3. Direct and Manage Project works also requires of review impact of all project changes and implement of approve changes: corrective action; prevent
action; and or defect repair.
4. Work performance data analysis provides information about completion status of deliverables and other relevant details about project performance.

INPUTS TOOL and TECHNIQUES OUTPUT

1. Project Management Plan - Any 1. Expert judment 1. Deliverables.

components 2. Project management information system (PMIS ) 2. Work performance data
2. Project Documents: 3. Meeting 3. Issue log
- Change log 4. Change request
- Lesson learned register 5. Project Mangement Plan updates - Anycomponent
- Milestone list 6. Project Document updates:
- Project communication - Activity list
- Project Schedule - Assumption log
- Requirements traceability matrix - Lesson learned register
- Risk register - Requirements documentation
- Ris report - Risk register
3. Approve change request - Stakeholder register.
4. Enterprise enviromental factor
5. Organizational process assets

NOTES
Work performance Data: are the raw observations and measurements indentified during activities performed to carry out the project work.
4.4 MANAGE PROJECT KNOWLEDGE
 CLOSING

4.7 CLOSE PROJECT AND PHASE

1. Close Project or Phase is process of finalizing all activities for activities for the project, phase, or contract.
2. When closing the project, PM reviews the project management plan to ensure that all project work is completed and that the project has met its objectives.
3. The Close Project or Phase process also establishes the procedures to investigate and document the reasons for action to be taken if project is terminated
before completion

INPUTS TOOL and TECHNIQUES OUTPUT

1. Project Document Updates.

2 Final product, services or result transition
3. Final Report
4. Organizational process asset update:
- Project Document
- Operational and support document
- Project and phase closure document
- Lesson learned respository

NOTES
 No. Name Description Used as T&T in Translated to VN
Project Documents
1 Milestones list
2 Project team asignment
3 Requirements documentation
4 Requirements traceability matrix
5 Resources requirements
6 Risk register
7 Stakeholder register

Data Analysis

Data Representation
Is allows large numbers of ideas to be classified 5.2 Collect Requirements
1 Affinity Diagram into group for review and analysis 8.2 Manage Quality Biểu đồ về mối quan hệ
Breaks down the causes of the problem 8.2 Manage Quality
Cause-and-Effect Diagram/Fishbone statement identified into discrete branches, 8.3 Control Quality
Biểu đồ xương cá/Nguyên nhân hệ quả
2 Diagram/Why-why diagram/Ishikawa helping to identify the main or root cause of
Diagram problem

are used to determine whether or not a process 8.3 Control Quanlity

3 Control Charts is stable or has predictable performance Biểu đồ kiểm soát
Referred to as process map because they display 8.1 Plan Quality Management
the sequence of step and the branching 8.2 Manage Quality
possibilities that exist for a process that
transforms one or more input into one or more
outputs
4 Flow Charts SIPOC Biểu đồ dòng
Flow Chart maybe prove useful in understanding
and estimating the cost of quality for a process
 The traditional organizational chart structure can 9.1 Plan Communication
be used to show positions and relationship in a Management
graphical, top-down format 113 Perform Risk Qualitative
A hierarchical may be used to represent high- Analysis
level roles
5 Hierarchical Charts WBS: Work Breakdown Structure Biểu đồ tầng
OBS: Organizational Breakdown Structure
RBS: Resources Breakdown Structure

Show a graphical representation of numerical 8.2 Manage Quality

data. Histograms can show the number of defect 8.3 Control Quality
per deliverables; a ranking causes of defect; the
6 Histograms number of times each process is non compliant Biểu đồ tần suất
or other representation of project or product
defect

Are visual representation of an organizational 8.1 Plan Quality Management

data, decribed business language and
independent of any specific technology.
7 Logical Data Model The Logical Data Model can be used to identify Chế độ logic dữ liệu
where data integrity or other quality issue

help to find the strength of relationship among 8.1 Plan Quality Management
different factors, cause and objectives that exist 8.2 Manage Quality
8 Matrix Diagrams between the rows and column that form the Biểu đồ ma trận
matrix.

Consolidates ideas created through individual 5.2 Collect Requirements

brainstorming sesions into a single map to reflect 8.1 Plan Quality Management
9 Mind Mapping commonality and differences in understanding 13.2 Plan Stakeholder Bản đồ tư duy
and generate new ideas Engagement

10 Prioritization/ Ranking
11 Probability and impact Matrix
12 Responsibility assignment matrix
13 Scatter Diagram
14 Stakeholder engagement assetment engagement levels required for successful project
matrix
15
16
Prioritization stakeholders may be necessary for 13.2 Plan Stakeholders
projects with large number of stakeholders Engagement
where the membership of the stakeholder
community is changing frequently or when the
relationship between stakeholders and project Ưu tiên,
team or within the stakeholder community are
complex
is a grid for mapping the probability of each risk 11.3 Perform Risk Qualitive
occurrence and its impact on project objective if Analysis Ma trận khả năng và ảnh hưởng
that risk occurs
show the project resources assigned to each 9.1 Plan Communication
work package, it also used to illustate the Management
connection between work packages; or activities
and project team members.
Example: RACI Chart - Responbsible; Accounted; Ma trận phân bổ trách nhiệm
Consult and inform
Is the graph that shows the relationship between 8.2 Manage Quality
two variables 8.3 Control Quality
supports comparison between the current
engagement level of stakeholder and desired
delivery
.
Question
Question Description
No
Anna has sent a SOW to 23 vendors for a portion of
a construction project. The SOW describes the work
in the project, but she has also invited the 23
vendors to a meeting to discuss the SOW and to
answer any questions about the project work before
the vendors will submit their proposals. What is the
1 name of the meeting that vendors will participate in?
A. SOW Clarify Meeting.
B. Bidders Conference
C. SOW Meeting
D. Meet and Greet Conference
Monica is a project manager for a construction
project. In this project, she needs to purchase 1,345
doors and she knows the cost of each door,
including the cost of labor, is $476. If she uses that
amount in a parametric estimate what is the likely
cost of the door installation for the project?
2 A. $640,220+/- 20 percent
B. $1,345.00
C. $476
D.$640,220
Wendy is a project manager in her organization and
she’s working with the project team to define the
work activities over the next month. Items beyond
this month, Wendy reports, will be defined in more
detail later in the project. What type of planning is
Wendy using in this scenario?
3 A. Deductive planning.
B. Rolling wave planning
C. High level planning
D. Expressive planning
Answer Correct Explanation
When the vedors come to ask questions about the SOW for
clarify, this is the bidder's conference. This is a pre-proposal
meeting where the vendor will ask for clarify about details of the
SOW.
Anna will answer their concerning/questions then update on
SOW, and distribute it back to the vendors that participated in the
B B meeting.
A parametric estimate uses the parameters of the cost of each
door times the total of doors.
This question the cost of door installation for this project that will
be calculated : $476x1345 = $640,220
D D
Wendy is using rolling wave planning techique.
Rolling wave planning is an iterative planning technique in which
the work to be acomplished in the near term is planned in detail,
while the work in the future is planned at the higher level. It is a
form of progressive elaboration applicable to work packages,
planning packages and release planning when using an agile or
B B waterfall approach. Therefore the work can exist at various levels
of detail depending on where it is in the project life cycle.
 Ned is presenting a proposal to senior management
at his organization. Management is asking Ned
questions about the costs, feasibility, the likelihood
of success, and other in-depth items before making
a Go/No-Go Decision about chartering this
proposed project. What type of meeting is Ned
4 participating in?
A. Murder board
B. Project steering group.
C. Technical review board.
D. Business analysis
Ned is in murder board meeting.
Murder board meeting, this is pre-initiation meeting , that allows
senior management and other decision makers to determine if
the project should be launched or not.
A technical review board is often used when a change request is
made to existing project, not a pre-launch project as in this case.
D A

Benji is the project manager of the BBB Project for Sunk Cost decribe the total amount of the funds invested into the
his organization. The planned value for the project project. In this example, actual cost are the sunk costs.
work at this point is $450,000, but his actual costs
for the project is ten percent more than what was
planned. The project’s earned value is $417,000.
Management is considering canceling this project
due to performance. Based on this information,
5 D D
what is the sunk cost of the project?
A. Not enough information to know for certain.
B. $ 445,000
C. $ 417,000
D. $ 495,000

You are a project manager for the JHKL
Organization, and you are leading an adaptive
project. In an adaptive project, who has control of
the detailed planning of the product?
A. Project Team
6 B. Product Owner.
C. Project Manager.
D. Project Sponsor
The control of detail product planning and delivery is delegated
to the team.
The project manager's focus is on building a collaborative
decision-making enviroment and ensuring the team can respond
to changes.
C A The product owner is reponsible for prioritizing the product
backlog, not the detailed planning.
The project sponsor will authorize the project, but won't be
involved in the detailed product planning.
 You are the project manager for your organization
and your project team has identified a risk that has
a 40 percent chance of happening and will cost your
project $245,000 if it occurs. You present the risk to
the project sponsor as it’s a significant risk event in
your project. Your project sponsor wants to know
what the expected monetary value of the risk is.
Expected Monetary Value = %impact*value = 40%*(-245,000) =
7 What’s the best response in this scenario? B B
-98,000$
A. You can't know as the risk event has not yet
occurred.
B. - $ 98,000.
C - $ 245,000.
D. $ 245,000.

You are a project manager for the BBB Project, and
you’re working with Allen, a business analyst, to
determine the problems and identify the business
needs for the BBB Project. The project scope has
been created, but there are some recent requests
for additions to the project scope. The request for
changes need to be tested and reviewed before
being implemented. In this scenario, who is
8 responsible for the requirement-related activities of
the project scope considering the project has just
started?
A. Project Sponsor.
B. Allen, the business analysis
C. Project Customer
D. Project Sponsor
In this case, A buisiness analysis is assigned to a project,
requirement-related activities are the responsibility of that role.
The project manager is responsible for ensuring that
requirements-related work is accounted for in the project
management plan and that requirements-related activities are
performed on time and within budget and deliver value.
Project Customer and Sponsor are not responsible for
requirements-related activities.
B B
 You are the project manager for your organization A. B can not be an answers because wrong.
and your project is to remodel a condo for a client. C. Correct. Submit a change first then it will examine the change
The client has selected all the items to be included and its effect on the whole project and then a decision to make
with the remodeling and you and the team are change can happen
working on implementing the plan. As the project D. It is a next step after change request is submitted and
nears the end of the timeline, the customer requests approved
that you change out some of the fixtures for some
new fixtures she has found in Paris. You really don’t
want to do this as you’re almost done with all the
9 project, but the customer is willing to pay for the C C
cost of the installation. What should you do next?
A. Refuse to install the fixtures.
B. Install the fixtures.
C. Submit a change request
D. Ask the project team if they have enough time to
install the fixtures

Nancy is a project manager for her organization and Storming is an answer because this phase is happening with
she’s leading a recently launched project. Her conflict about project decision.
project team has 12 people, some of which have
worked together before and others have not. The
team has created the project scope statement and
the WBS and they are now working to develop the
project schedule based on the activity list with the
project manager. Some of the project team
members are in a conflict about the sequencing of
the activities, who’ll do what on the project, and how
10 the work should be done. Based on this information, B B
which one of the following terms best describes this
scenario?
A. Performing.
B. Storming.
C. Norming.
D. Forming.
 Management has asked you, the project manager, A Pareto chart is a bar chart that shows categories of failure from
to create a chart for all the defects in your project. largest to smallest.
They would like the chart to show the largest
quantity of defects by category to the smallest
category of defects in your project. This chart will
help you attack the largest defects through rounds
of improvement in the project work. What type of
11 D D
chart is management asking you to create?
A. Histogram.
B. Cause and effect chart
C. Control Chart
D. Pareto Chart
Question
Question Description Answer Correct Explanation
No
A project has a number of deliverables that are The numbering system to allows team members to quickly
complex and have to be assembled. As the project indentify the level in the WBS where the specific element is
manager, you know the work breakdown structure found. Its also helps to locate the element in the WBS dictionary
will help stakeholders to see interim deliverables
that will be integrated into the final project
deliverables. To help manage the individual
elements, you have used a work breakdown
numbering system. This numbering system allows
1 the project team to: C C
A. Systematically estimate costs of work
breakdown structure elements.
B. Provide project justification.
C. Identify the level at which individual
elements are found.
D. Use it in project management software.

The work breakdown structure can best be thought The term "stakeholders" encompasses all the other choices. In
of as an effective aid this case it is a best answer since the WBS can be used as a
for________________communications. communications tool for all stakeholders to see what is included
A. Team in the project.
2 B. Project manager A D
C. Customer
D. Stakeholder
 The product of the project has been completed and The output of Validate Scope is:
delivered to the customer by the team. They are 1. Accepted deliverables
informed by the customer that several of the 2. Work performances Information
deliverables are not acceptable, as they do not 3. Change request
meet the requirements specified early in the project. 4. Project documents updates:
The project manager and team review the - Lesson learnt register.
requirements documentation, and are in agreement - Requiremnent documentation
that the product deliverables meet the customers - Requirement traceability matrix
requirements as they understand them. The project
manager, who is new to the organization, seeks the
advice of the project management office in
determining what went wrong. After some
3 B B
discussion, the PMO realizes that the Validate
Scope process was not performed appropriately by
the project manager. Which of the following is a key
output of the Validate Scope process?
A. A more complete scope management plan
B. Customer acceptance of project deliverables
C. Requirements analysis
D. Confirmation of the project scope statement

During project executing, a team member comes to The WBS dictionary is a document that provides detailed
the project manager because he is not sure what deliverable, acitvity and schedule information about each
work he needs to accomplish on the project. Which component in the WBS .
of the following documents contains detailed
descriptions of work packages?
4 A. WBS dictionary A A
B. Activity list
C. Project scope statement
D. Scope management plan
 During which part of the project management During the Define Scope process, Project scope statement is
process is the project scope statement created? created . The output of Define Scope process is:
A. Initiating 1. Project Scope Statement
B. Planning 2. Project Document Updates:
5 C. Executing B B - Assumption log
D. Monitoring and controlling - Requirement Documentation
- Requirements traceability matrix
- Stakeholder register

The program was planned years ago, before there

was a massive introduction of new technology.
While planning the next project in this program, the
project manager has expanded the scope
management plan because as a project becomes
more complex, the level of uncertainty in the scope:
6 A. Remains the same A D
B. Decreases
C. Decreases then increases
D. Increases

During a meeting with some of the project

stakeholders, the project manager is asked to add
work to the project scope. The project manager had
access to correspondence about the project before
the project charter was signed and remembers that
the project sponsor specifically denied funding for
the scope mentioned by these stakeholders. The
best thing for the project manager to do is to:
7 A. Let the sponsor know of the stakeholders’ B C
request.
B. Evaluate the impact of adding the scope.
C. Tell the stakeholders the scope cannot be added.
D. Add the work if there is time available in the
project schedule.
 A new project manager is being mentored by a
more experienced PMP-certified project manager.
The new project manager is having difficulty finding
enough time to manage the project because the
project scope is being progressively elaborated.
The PMP-certified project manager advises that the
basic tools for project management, such as a work
breakdown structure, can be used during project
executing toassist the project manager. For which of
the following can a work breakdown structure be
8 used? B A
A. Communicating with the customer
B. Showing calendar dates for each work
package
C. Identifying the functional managers for each
team member
D. Describing the business need for the project

During a project team meeting, a team member

suggests an enhancement to the scope that is
beyond the scope of the project charter. The project
manager points out that the team needs to
concentrate on completing all the work and only the
work required. This is an example of:
A. Change management
9 B B
B. Scope management
C. Quality analysis
D. Scope decomposition
 A project has just started the second phase, in
which work packages are being created. A new
team member has completed his work packages for
this phase and has asked the project manager to
validate the scope of his work packages. The team
member is anxious to have the customer see his
work packages. The project manager, although
confident in this new team member, wants the team
member to gain confidence after the customer sees
his work packages. When should the Validate
10 Scope process C C
be done?
A. At the end of the project
B. At the beginning of the project
C. At the end of each phase of the project
D. During the planning processes
P
 Forming Storming Norming
This phase team members This phase the team In this phase, team
will met and learn about member begin to address members begin to work
project and their formal the project work, technical together and adjust their
roles and responsibilities . decisions and project work habit and behaviours
Tuckman`s stages Team members tend to be management approach. tp support the team.
independent and not as The team member learn to
open in this phase trust each other.

Withdraw/Avoid Smooth/ Accommodate Compromise/ Reconcile

Techniques for
resolving conflict
 Performing Adjouring
phase, team As well-organized unit. The team completes the
ers begin to work They are interdependent work and moves on the
er and adjust their and work throught issues project. This typically
habit and behaviours smoothly and effectively occurs when staff is
port the team. released from the project
am member learn to as deliverables are
ach other. completed or as part of
Close Project or Phase
inputs.

promise/ Reconcile Force/Direct Collaborate/Problem Solve