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    UR - P - Pipes and Pressure Vessels

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    Khanh Dinh Duy
    The document discusses Tuckman's stages of group development which are forming, storming, norming, performing, and adjourning that a team goes through over the course of a project. It also outlines techniques for resolving conflicts such as withdraw/avoid, smooth/accommodate, and compromise/reconcile. Finally, it provides descriptions of each of Tuckman's stages and how the team dynamics change as the project progresses through each phase.

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    UR - P - Pipes and Pressure Vessels

    Uploaded by

    Khanh Dinh Duy
    72 views21 pages
    The document discusses Tuckman's stages of group development which are forming, storming, norming, performing, and adjourning that a team goes through over the course of a project. It also outlines techniques for resolving conflicts such as withdraw/avoid, smooth/accommodate, and compromise/reconcile. Finally, it provides descriptions of each of Tuckman's stages and how the team dynamics change as the project progresses through each phase.

    Original Description:

    pmp notes

    Original Title

    UR_P_Pipes and Pressure Vessels

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    The document discusses Tuckman's stages of group development which are forming, storming, norming, performing, and adjourning that a team goes through over the course of a project. It also outlines techniques for resolving conflicts such as withdraw/avoid, smooth/accommodate, and compromise/reconcile. Finally, it provides descriptions of each of Tuckman's stages and how the team dynamics change as the project progresses through each phase.

    Copyright:

    © All Rights Reserved
    Download as XLSX, PDF, TXT or read online from Scribd
    Download as xlsx, pdf, or txt
    72 views21 pages

    UR - P - Pipes and Pressure Vessels

    Uploaded by

    Khanh Dinh Duy
    The document discusses Tuckman's stages of group development which are forming, storming, norming, performing, and adjourning that a team goes through over the course of a project. It also outlines techniques for resolving conflicts such as withdraw/avoid, smooth/accommodate, and compromise/reconcile. Finally, it provides descriptions of each of Tuckman's stages and how the team dynamics change as the project progresses through each phase.

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    © All Rights Reserved
    Download as XLSX, PDF, TXT or read online from Scribd
    Download as xlsx, pdf, or txt
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    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
    Question
    Question Description Answer Correct Explanation
    No
    There are five levels of quality management that
    any project manager should recognize. Of the five
    levels, which one is the most expensive?
    A. Prevent defects through quality assurance
    programs.

    1
    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
    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


    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
    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.

    INPUTS TOOL and TECHNIQUES OUTPUT

    NOTES

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