Download PMI.CAPM.TestKing.2018-10-02.470q.vcex

Process: 5.5 Validate ScopeDefinition: The process of formalizing acceptance of the completed project deliverables.Key Benefit:The key benefit of this process is that it brings objectivity to the acceptance process and increases the chance of final product, service, or result acceptance by validating each deliverable.Inputs Project management plan Requirements documentation Requirements traceability matrix Verified deliverables Work performance data   Tools & Techniques Inspection Group decision-making techniques   Outputs Accepted deliverables Change requests Work performance information Project documents updates

Monitoring and Controlling Process Group 4.4 Monitor and Control Project Work 4.5 Perform Integrated Change Control 5.5 Validate Scope 5.6 Control Scope 6.7 Control Schedule 7.4 Control Costs 8.3 Control Quality 10.3 Control Communications 11.6 Control Risks 12.3 Control Procurements 13.4 Control Stakeholder Engagement

4.1.3.1 Project Charter The project charter is the document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. It documents the business needs, assumptions, constraints, the understanding of the customer’s needs and high-level requirements, and the new product, service, or result that it is intended to satisfy, such as:Project purpose or justification, Measurable project objectives and related success criteria, High-level requirements, Assumptions and constraints, High-level project description and boundaries, High-level risks, Summary milestone schedule, Summary budget, Stakeholder list, Project approval requirements (i.e., what constitutes project success, who decides the project is successful, and who signs off on the project), Assigned project manager, responsibility, and authority level, and Name and authority of the sponsor or other person(s) authorizing the project charter. Process: 11.1 Plan Risk ManagementDefinition: The process of defining how to conduct risk management activities for a project.Key Benefit: The key benefit of this process is it ensures that the degree, type, and visibility of risk management are commensurate with both the risks and the importance of the project to the organization. The risk management plan is vital to communicate with and obtain agreement and support from all stakeholders to ensure the risk management process is supported and performed effectively over the project life cycle.Inputs Project management plan Project charter Stakeholder register Enterprise environmental factors Organizational process assets  Tools & Techniques Analytical techniques Expert judgment Meetings   Outputs Risk management plan

Explanation:Configuration control is focused on the specification of both the deliverables and the processes; while change control is focused on identifying, documenting, and approving or rejecting changes to theproject documents, deliverables, or baselines.Some of the configuration management activities included in the Perform Integrated Change Control process are as follows:Configuration identification. Identification and selection of a configuration item to provide the basis for which the product configuration is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained.Configuration status accounting. Information is recorded and reported as to when appropriate data about the configuration item should be provided. This information includes a listing of approved configuration identification, status of proposed changes to the configuration, and the implementation status of approved changes.Configuration verification and audit. Configuration verification and configuration audits ensure the composition of a project’s configuration items is correct and that corresponding changes are registered, assessed, approved, tracked, and correctly implemented. This ensures the functional requirements defined in the configuration documentation have been met.

Process: 4.5 Perform Integrated Change ControlPerform 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.ation andInputs  Project management plan Work performance reports Change requests Enterprise environmental factors Organizational process assets Tools & Techniques  Expert judgment Meetings Change control tools Outputs Approved change requests Change log Project management plan updates Project documents updates

Process: 12.3 Control ProcurementsDefinition: The process of managing procurement relationships, monitoring contract performance, and making changes and corrections as appropriate.Key Benefit:The key benefit of this process is that it ensures that both the seller’s and buyer’s performance meets procurement requirements according to the terms of the legal agreement.Inputs Project management plan Procurement documents Agreements Approved change requests Work performance reports Work performance data   Tools & Techniques Contract change control system Procurement performance reviews Inspections and audits Performance reporting Payment systems Claims administration Records management system Outputs Work performance information Change requests Project management plan updates Project documents updates Organizational process assets updates

7.2.1.6 Enterprise Environmental FactorsDescribed in Section 2.1.5. The enterprise environmental factors that influence the Estimate Costs process include, but are not limited to:Market conditions. These conditions describe what products, services, and results are available in the market, from whom, and under what terms and conditions. Regional and/or global supply and demand conditions greatly influence resource costs.Published commercial information. Resource cost rate information is often available from commercial databases that track skills and human resource costs, and provide standard costs for material and equipment. Published seller price lists are another source of information.Process: 7.2 Estimate CostsDefinition:  The process of developing an approximation of the monetary resources needed to complete project activities.Key Benefit:The key benefit of this process is that it determines the amount of cost required to complete project work.Inputs Cost management plan Human resource management plan Scope baseline Project schedule Risk register Enterprise environmental factors Organizational process assets Tools & Techniques Expert judgment Analogous estimating Parametric estimating Bottom-up estimating Three-point estimating Reserve analysis Cost of quality Project management software Vendor bid analysis Group decision-making techniques Outputs Activity cost estimates Basis of estimates Project documents updates

Process: 9.2 Acquire Project TeamProcess: 9.2 Acquire Project TeamDefinition:  The process of confirming human resource availability and obtaining the team necessary to complete project activities.Key Benefit:The key benefit of this process consists of outlining and guiding the team selection and responsibility assignment to obtain a successful team.Inputs Human resource management plan Enterprise environmental factors Organizational process assets   Tools & Techniques Pre-assignment Negotiation Acquisition Virtual teams Multi-criteria decision analysis   Outputs Project staff assignments Resource calendars Project management plan updates