Which of the following Project Communication Management processes uses performance reports as an input?
Answer(s): C
Which cost estimate technique includes contingencies to account for cost uncertainty?
Answer(s): D
6.5.2.6 Reserve AnalysisDuration estimates may include contingency reserves, sometimes referred to as time reserves or buffers, into the project schedule to account for schedule uncertainty. Contingency reserves are the estimated duration within the schedule baseline, which is allocated for identified risks that are accepted and for which contingent or mitigation responses are developed. Contingency reserves are associated with the “known-unknowns,” which may be estimated to account for this unknown amount of rework.As more precise information about the project becomes available, the contingency reserve may be used, reduced, or eliminated. Contingency should be clearly identified in schedule documentation.[..]Estimates may also be produced for the amount of management reserve of time for the project. Management reserves are a specified amount of the project duration withheld for management control purposes and are reserved for unforeseen work that is within scope of the project. Management reserves are intended to address the “unknown-unknowns” that can affect a project. Management reserve is not included in the schedule baseline, but it is part of the overall project duration requirements. Depending on contract terms, use of management reserves may require a change to the schedule baseline.
Which of the following is an output of the Perform Integrated Change Control process?
Answer(s): A
Process: 4.5 Perform Integrated Change ControlDefinition: Perform Integrated Change Control is 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 their disposition. It reviews all requests for changes or modifications to project documents, deliverables, baselines, or the project management plan and approves or rejects the changes.Key Benefit: The key benefit of this process is that it allows for documented changes within the project to be considered in an integrated fashion while reducing project risk, which often arises from changes made without consideration to the overall project objectives or plans.Inputs1. Project management plan2. Work performance reports3. Change requests4. Enterprise environmental factors5. Organizational process assets Tools & Techniques1. Expert judgment2. Meetings3. Change control toolsOutputs1. Approved change requests2. Change log3. Project management plan updates4. Project documents updates
Which of the following is an input to Control Scope?
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
Lessons learned documentation is gathered during which of the following Project Management Process Groups?
3.7 Closing Process GroupThe Closing Process Group consists of those processes performed to conclude all activities across all Project Management Process Groups to formally complete the project, phase, or contractual obligations. This Process Group, when completed, verifes that the defined processes are completed within all of the Process Groups to close the project or a project phase, as appropriate, and formally establishes that the project or project phase is complete.This Process Group also formally establishes the premature closure of the project. Prematurely closed projects may include, for example: aborted projects, cancelled projects, and projects having a critical situation. In specific cases, when some contracts cannot be formally closed (e.g. claims, termination clauses, etc.) or some activities are to be transferred to other organizational units, specific hand-over procedures may be arranged and finalized.At project or phase closure, the following may occur:Obtain acceptance by the customer or sponsor to formally close the project or phase, Conduct post-project or phase-end review,Record impacts of tailoring to any process,Document lessons learned,Apply appropriate updates to organizational process assets,Archive all relevant project documents in the project management information system (PMIS) to be used as historical data,Close out all procurement activities ensuring termination of all relevant agreements, and Perform team members’ assessments and release project resources.
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