Which tool or technique is used in Manage Stakeholder Expectations?
Answer(s): B
Which of the following is a tool and technique used in the Develop Schedule process?
Process: 6.6 Develop ScheduleDefinition: The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model.Key Benefit: The key benefit of this process is that by entering schedule activities, durations, resources, resource availabilities, and logical relationships into the scheduling tool, it generates a schedule model with planned dates for completing project activities.Inputs1. Schedule management plan2. Activity list3. Activity attributes4. Project schedule network diagrams5. Activity resource requirements6. Resource calendars7. Activity duration estimates8. Project scope statement9. Risk register10. Project staff assignments11. Resource breakdown structure12. Enterprise environmental factors13. Organizational process assets Tools & Techniques1. Schedule network analysis2. Critical path method3. Critical chain method4. Resource optimization techniques5. Modeling techniques6. Leads and lags7. Schedule compression8. .Scheduling toolOutputs1. Schedule baseline2. .Project schedule3. Schedule data4. Project calendars5. Project management plan updates6. Project documents updates
The output that defines an approach to increase the support and minimize negative impacts of stakeholders is the:
Answer(s): A
Which of the following project documents is an input to the Control Scope process?
Answer(s): C
5.2.3.2 Requirements Traceability MatrixThe requirements traceability matrix is a grid that links product requirements from their origin to the deliverables that satisfy them. The implementation of a requirements traceability matrix helps ensure that each requirement adds business value by linking it to the business and project objectives. It provides a means to track requirements throughout the project life cycle, helping to ensure that requirements approved in the requirements documentation are delivered at the end of the project. Finally, it provides a structure for managing changes to the product scope.Tracing includes, but is not limited to, tracing requirements for the following: Business needs, opportunities, goals, and objectives; Project objectives;Project scope/WBS deliverables; Product design;Product development;Test strategy and test scenarios; andHigh-level requirements to more detailed requirements.Attributes associated with each requirement can be recorded in the requirements traceability matrix. These attributes help to define key information about the requirement. Typical attributes used in the requirements traceability matrix may include: a unique identifier, a textual description of the requirement, the rationale for inclusion, owner, source, priority, version, current status (such as active, cancelled, deferred, added, approved, assigned, completed), and status date. Additional attributes to ensure that the requirement has met stakeholders’ satisfaction may include stability, complexity, and acceptance criteria.Process: 5.6 Control ScopeDefinition: The process of monitoring the status of the project and product scope and managing changes to the scope baseline.Key Benefit: The key benefit of this process is that it allows the scope baseline to be maintained throughout the project.Inputs1. Project management plan2. Requirements documentation3. Requirements traceability matrix4. Work performance data5. Organizational process assetsTools & Techniques1. Variance analysisOutputs1. Work performance information2. Change requests3. Project management plan updates4. Project documents updates5. Organizational process assets updates
The progressive detailing of the project management plan is called:
6.2.2.2 Rolling Wave PlanningRolling wave planning is an iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level. It is a form of progressive elaboration.Therefore, work can exist at various levels of detail depending on where it is in the project life cycle. During early strategic planning, when information is less defined, work packages may be decomposed to the known level of detail. As more is known about the upcoming events in the near term, work packages can be decomposed into activities. 4.2.3.1 Project Management PlanThe project management plan is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes. Project baselines include, but are not limited to:Scope baseline (Section 5.4.3.1), Schedule baseline (Section 6.6.3.1), and Cost baseline (Section 7.3.3.1).Subsidiary plans include, but are not limited to:Scope management plan (Section 5.1.3.1), Requirements management plan (Section 5.1.3.2), Schedule management plan (Section 6.1.3.1), Cost management plan (Section 7.1.3.1),Quality management plan (Section 8.1.3.1), Process improvement plan (Section 8.1.3.2),Human resource management plan (Section 9.1.3.1), Communications management plan (Section 10.1.3.1), Risk management plan (Section 11.1.3.1), Procurement management plan (Section 12.1.3.1), and Stakeholder management plan (Section 13.2.3.1).Among other things, the project management plan may also include the following:Life cycle selected for the project and the processes that will be applied to each phase; Details of the tailoring decisions specified by the project management team as follows:○ Project management processes selected by the project management team,○ Level of implementation for each selected process,○ Descriptions of the tools and techniques to be used for accomplishing those processes, and○ Description of how the selected processes will be used to manage the specific project, including the dependencies and interactions among those processes and the essential inputs and outputs.Description of how work will be executed to accomplish the project objectives;Change management plan that documents how changes will be monitored and controlled; Configuration management plan that documents how Configuration management will be performed; Description of how the integrity of the project baselines will be maintained;Requirements and techniques for communication among stakeholders; andKey management reviews for content, the extent of, and timing to address, open issues and pending decisions.The project management plan may be either summary level or detailed, and may be composed of one or more subsidiary plans. Each of the subsidiary plans is detailed to the extent required by the specific project. Once the project management plan is baselined, it may only be changed when a change request is generated and approved through the Perform Integrated Change Control process.
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