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PROJECT MANAGEMENT FRAMEWORK

EXERCISE -1

EXAMPLES BETWEEN PROJECT VS OPERATION

EXAMPLES BETWEEN PROJECT VS OPERATION

1. Setting a call center………p………………..

2. Payroll for Staff………………o…………………

3. Product production……………o………………

4. Service delivery,……………………o…………..

5. Analysis of impact of vehicle’s pollution on the environment………p……………..

6. creating a new piece of software……p…

7. Designing a new network infrastructure……..P

8. Performing preventive maintenance on equipment………..o

9. Updating a website with news and information…………..o

PROJECT MANAGEMENT FRAMEWORK

EXERCISE -2
RISK MANAGEMENT PRACTICE

Weak: Functional manager

In a matrix organization who has the most power? Balanced: Shared equally between PM and FM
Strong: Project manager

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Cost and staffing levels are low at the
What is the difference between a project expeditor and
coordinator?
What does the term “progressive elaboration” mean?
The project management life cycle is made up of:
What is the key output of the initiating process?
What are the 5 process groups?
In a projectized structure what happens to the team
members when the project is completed?
The term tight matrix refers to:
What is the difference between a project and operations?
The term loose matrix refers to:
What are the 3 organization structures in order of least
amount of power for the Project Manager?
The management of projects in such as way to achieve
enhanced results than if managed separately.
Templates, documentation, methods , lessons learned and
procedures and policies that can be used for new projects.
A group of programs or projects related and managed in a
coordinated way to achieve specific strategic business
goals.
Cost and staffing levels are low at the start, higher
toward the end, and drop rapidly as the project draws
to conclusion.
Ability of shareholders to influence the final
characteristics of the project’s product and the final
cost of the project is highest at the start and gets
progressively lower as the project continues.
At the beginning or start up of each phase, the
probability of success is lowest, hence risk and
uncertainty are highest. Probability of success gets
progressively higher as the project progresses.
Expeditor – acts as a communications link,
performing verification of task completion, checking
the status of issues etc. They have no decision or
authority.
Coordinator – similar to a project expeditor with
limited ability to make and enforce decision making.
Reports to a higher level manager.
The process of beginning a project without knowing
all the details, and as information is gathered,
adjusting the plan to reflect the new information and
progress to date.
Initiate, Plan, Execute, Monitor & Control and
Closeout.
Project charter for sure and you may also have
developed a preliminary scope statement.
Initiate, plan, execute, monitor and control and close-
out.
They must be assigned to another project or find
another job with another employer. Think “no home”
in a Projectized environment.
A term that describes a war room or close
environment for the team.
Projects – have a beginning and end – while
operations is continuous and repeatable.
The team is dispersed geographically. It is not an
organization structure.
Functional, Matrix, and Projectized.
Program management.
Organizational process assets.
Portfolio.
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An organizational structure where people are grouped by Functional organizational structure.

similar skill set.
The information we refer to from previous projects to learn
successes and failures. Historical information.

A finished work product that results as a completion of a Deliverable.

series of tasks.

The input referred to company culture, the business Enterprise environmental factors.
market, technology and personnel.

Actions to make sure the project objectives are completed The monitoring and controlling processes.
successfully.

P+4M+O
What is PERT Formula 6

PERT uses what distribution BETA

What does the higher standard deviation in the PERT Higher risk
refers to?

How does Contingency reserve differ from Management
reserve
When is the highest risk impact generally to occur?
Your risk prime has advised you a trigger has occurred.
What does this mean?
Contingency reserve for Known Unknown and
Management reserve for Unknown Unknown risks
During Implementation and Close-out - the Amount at
Stake is high though risk has decreased. Risk is
highest during Initiation and Planning.
A risk trigger is a symptom or warning that an
identified risk event could soon happen.

PROJECT MANAGEMENT FRAMEWORK

EXERCISE -3

Process and knowledge Area

A. Closing to finalize all activities in order to formally complete the project, phase or contract.
B. Initiating to authorize start and define a new project or phase.
C. Planning to define the project objectives and develop the course of aciton required to attain them.
D. Monitoring & Controlling to track , review and regulate the project performance and identify any necessary
changes.
E. Executing to complete the work defined in the project management plan and to coordinate resources .

PROJECT MANAGEMENT FRAMEWORK

EXERCISE -4

Match the corresponding knowledge area to the description provided.

A. integration
B. Scope
C. Time
D. Cost
E. Quality
F. Human Resource
G. Communication
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H. Risk
I. Procurement

1. B Defines and monitors what is and isn’t included in the project.

2. F responsible for connecting people and information to result in successful communication within the project.
3. H increases the probability / impacts of positive events and decreases the probability /impact of adverse events.
4. A Coordinates all aspects of the project management plan in order to accomplish the project objectives.

5. G Defines and controls communication within the project

6. D Ensures that the project is completed within budget

7. I Manages the purchasing activities of the project.

8. C Ensures that the project is completed according to the schedule.

9. E Ensures that the project satisfies the needs for which it was undertaken

PROJECT MANAGEMENT FRAMEWORK

EXERCISE -5

Major Process has this two as an Input

Organization Process Assets vs. Enterprise Environmental Factor

Organization process assets vs. Enterprise Environmental Factors

Put “OPA” OR EEF
EXERCISE
ENTERPRISE ENVIORNMENTAL FACTORS VS ORGANIZATIONAL PROCESS ASSETS
IN YOUR RMP EXAMINATION THERE WILL BE AROUND 2-3 QUESTIONS ASKED

1. Infrastructure and resources………………E………….

2. Organizational culture……………………E……………
3. Existing human resources………………E……………..
4. Risk Register………………………………O…………………..
5. Stakeholder Tolerances factors …………E……………..
6. Lessons Learned database……………O………………….
7. Templates and checklists………………O………………….
8. Risk tolerances of the project stakeholders………….E
9. Marketplace conditions relevant to the project…………E……………………
10. Political climate……………E……………………..
11. Historical information from past projects……………O……………………
12. Government databases………………E……………….
13. Issue and defect databases…………O…………………………

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PROJECT MANAGEMENT FRAMEWORK

EXERCISE -6

Project life Cycle

1. The project life cycle is comprised of which of the following………Phases ………..

2. Related to the Project management process and the end product of the project is a
……Deliverable………………
3. Risk is highest during which phase of the project…Initiating…………
4. Stakeholder influence will be highest during which phases of the
project……………Initiating…………………………
Cost and Staffing will be highest during which phases of the project……………Intermediate
phase……………………..

EXERCISE -7

Organization Structure

Power of Project Manager

Types of Organization
A. Weak Matrix.
B. Balance Matrix.
C. Strong Matrix
D. Functional Matrix
E. Projectized Organization
F. Matrix
G. Functional Organization

1. What type of organization is BEST for managing complex projects involving cross disciplinary
efforts………F…………….
2. No Home at end of the project ………E………………………………
3. A staff has a clear supervisor……………G…………………………………..
4. Which among the matrix Organization type is having maximum power for the project
manager…………C……………..
5. Which among the Organization type is having maximum power for the project
manager…………E……………..
6. Least Amount of power rests in which type of Organization………G……..
7. Power is Shared between functional & Project manager ……… B………………
8. Least Amount of power rests in which type of Matrix Organization……A…

EXERCISE -7

PLAN RISK MANAGEMENT

Deciding how to approach, plan and execute the risk management activities.
A balance must be struck between no planning, and planning to the point of
project paralysis. The key is to balance the cost of the planning process, along with
likely costs of counter measures, against the benefits to be delivered by the project.
This can only be done in conjunction with the various stockholders.
Goal is to maximize the opportunities and minimize the threats.

Project scope statement Assumptions specified in the scope statement should be assessed for risk.
Cost Management Plan Defines how risk budgets, contingencies and management reserves will be
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reported and assessed.

Schedule Mgmt Plan Defines how schedule contingencies will be reported and assessed.
Communications Mgmt Defines who is responsible for risk management, reporting frequency etc.
Plan
Enterprise environmental Different organizations and different individuals have different tolerances for risk.
factors Understand them and plan accordingly.
Risk averter: not likely to take a risk that is considered to be a high risk. The more
money at stake, the less likely the risk averter is to take the risk since the
satisfaction or tolerance diminishes.
Risk seeker: prefers an uncertain outcome and may be willing to pay a penalty to
take a high risk with a large amount of money at stake. In other words, the higher
the risk and the greater potential for benefit, the more likely the risk seeker is to
take the risk.
Risk neutral: person’s tolerance for risk is proportional to the amount of money at
stake.
Org process assets The risk management approach or policy already defined within the organization –
risk categories, templates, R& R etc.
Planning meetings Attendees include: Project manager and team, anyone in the organization
and analysis responsible for risk planning, other key stakeholders, others
as needed.
Avoid having one person do the plan.
Risk management plan Describes the project team’s approach to:
identifying, analyzing, responding to, monitoring and controlling risks.
Includes:
➢ Methodology (How)
➢ R & R (Who)
➢ Budget
➢ Timing (When)
➢ Risk categories
➢ Scoring & interpretation (risk assessment scales – P/I)
➢ Reporting format (How)
➢ Revised stakeholders tolerances
➢ Thresholds
➢ Tracking

PLAN RISK MANAGEMENT

EXERCISE

PLAN RISK MANAGEMENT

EXERCISE -8

THINGS YOU HAVE TO KNOW AFTER RISK MANAGEMENT PLAN

A. Probability & Impact Matrix.

B. Risk management Plan.
C. Risk team
D. Methodology
E. Roles & responsibilities
F. Budget
G. Timing
H. RBS
I. Risk Categories

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J. Definitions of probability and impact

K. Reporting Formats
L. Tracking.
M. Risk Trigger
N. Risk Register
O. Probability
P. Issue
1. ……C………Those helping manage the risk management process.
2. …F…………Amount of resources allocated to be spent on the project.
3. …L………….How records of risks will be documented for the benefits of the current project and future
projects.
4. …J…………A standardized interpretation of the numbering system used to evaluate risks.
5. …D………….Determining how risk management will be done on the project, who will be involved, and
procedures to be followed.
6. …E…………Who will do what on the project?
7. …M… ……….Sign or Indications that a risk event is about to occur or has occurred.
8. …K…………How the results of risk management will be documented & communicated.
9. …G…………When & how will be the risk management activities will be performed throughout the project.
10. ……B………A plan for how risk management will be done on a project, who should be involved, when risk
management activities should be done, and how frequently they should be done.
11. ……I………Used to Ensure consistency and to systematically classify risks.
12. ……A…………Serves as a look up table that assigns an overall risk rating by combining probability and
impact.
13. …....N..........Contains all the identified risks, the results of risk analysis, the proposed risk responses, and the
current status of the risk, among a few other things.
14. … O……The likelihood that a risk will occur.
15. ………H…….. A hierarchical breakdown of risks organized by risk categories and subcategories.
16. ……P……..Something that is occurring now in the present

EXERCISE -9

Match the Risk Management key word to its definition

A. ………K………….….Inputs to Risk Management.

B. ………M……………..Project Management Process.
C. ………E………………Historical records.
D. ………F………………Lessons Learned.
E. ………I……………..Project Charter.
F. ………L…………….Project scope statement.
G. ………H…………….Work breakdown structure.
H. ………B……………..Network diagram.
I. ………C…………….Estimates for time and cost.
J. ………D…………….Organization Process assets.
K. ………J…………….Project Constraints.
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L. ………N……………Assumptions.
M. ………A……………Risk averse.
N. ………G………….Risk thresholds.
1. Unwilling to accept Risk.
2. A dependency –Sequenced organization of the project activities.
3. Anticipated time or cost of project activities.
4. Company Policies, procedures, templates, and historical information.
5. Information from past similar projects
6. What went right, wrong, or would have been done differently by past projects teams if they could execute their
projects again.
7. Amounts of risk the company and key stakeholders are willing to accept
8. A diagram that shows the decomposition of the project into smaller, more manageable pieces.
9. High – Level directive from the sponsor outing the overall objectives of the project, it authorizes the existence
of a project.
10. Anything that limits the team’s options e.g., scope, time, cost , quality , risk, resources , and customer
satisfaction.
11. Things that must be done or information that must be collected before you can adequately complete risk
management.
12. A document that describes the approved product and project requirements.
13. Initiating, Planning, executing, monitoring & controlling, closing.
14. Things that are accepted as true, but may not be true.

WHICH RISK MANAGEMENT PROCESS, HAS WHAT CONTENT

EXERCISE -10

THINGS YOU HAVE TO KNOW THE CONTENT OF ALL RISK MANGEMENT PROCESS

A. Plan Risk Management

B. Identify Risk
C. Perform Qualitative risk analysis
D. Perform Quantitative risk analysis
E. Plan Risk responses
F. Monitor & Control Risks

1……F……Outcomes of risk reassessments, audits and reviews.

2……C…….Ranking or Priority list of risks.
3……D…… Probabilistic analysis of the project.
4……E…….Fall back Plans.
5……E…….Secondary risks
6……D…….Trends in Quantitative risk analysis results.
7……E……..Agreed –Upon response strategies.
8……E…….Budget & schedule activities to implement responses
9…C………List of risks requiring near-term response.
10……E……Contingency Plans and triggers that call for execution.
11……C……List of risks for additional analysis and responses.
12……F……Closed risks.
13……E……Actions to implement chosen response strategy.
14……B……List of Potential responses.
15……F……Actual outcomes of project risks and risk responses.
16……C…..Ranking or priority list of risks.
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18…E……. Symptoms and warning signs of risk occurrence.

19…C…….. Watch list of low priority risks.
20…D………Probability of achieving cost and time objectives
21…C……..Risks grouped by categories/
22…D……..Prioritized list of quantified risks.
23…E……..Contingency reserves of time & cost
24…C……..Trends in qualitative risk analysis results.
25…E………Contingency reserves based on quantitative analysis
26…E………Residual risks expected to remain.

EXERCISE -11

Exercise Pure Risks vs Business Risks

Exercise Pure Risks vs Business Risks

1. The project equipment is housed in a remote location where floods from rain storms are a known threat
…Pure………………..

2. The project involves the in-house production of parts of a product being produced, which requires the use of
dangerous machines by the production team………… Pure …………………

3. The economy has shifted in the middle of a project…Business………

4. The theft of a critical machine……Pure……..

5. A high priced vendor, who supplies the project’s organization with a service in demand, has shut down in the
middle of a long-term contract. This contract had originally……Business………………..

6. The development of a product that incorporates new technology…… Business

7. Design errors by the project’s design team…Pure……………..

8. A key project team member leaves the company……Pure…………..

9. The fluctuation of currency exchange within a project that involves three teams located on different
continents………Business………..

10. The transfer of an expensive piece of equipment to the new project site……Pure………

EXERCISE -12

Exercise –In Risk Identification

Exercise –In Risk Identification

Exercise –In Risk Identification

IDENTIFY RISKS
Determine what internal and external risks will likely occur
and document the characteristics of each.

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Performed throughout the project life cycle repeatedly.

Risk mgmt plan Output from Plan Risk Management

The guide to the team on how risk will be managed throughout the PLC.
Activity cost estimates
Risk will be expressed in range of estimate. Review may determine the estimate is
Activity duration
insufficient posing a risk to the project.
estimates
Project scope statement Assumptions are documented in the scope statement.
WBS is crucial to determine the overall risk to the project.
Stakeholder Register Identifies key stakeholders to assist in risk identification.
Cost mgmt plan Specific approach to cost management determines the degree of risk.
Schedule mgmt plan Specific approach to schedule management determines the degree of risk.
Quality mgmt plan Specific approach to quality management determines the degree of risk.
Project documents Assumptions log, EV, work performance reports, network diagrams….
Enterprise environmental Published information, risk attitudes, commercial databases, benchmarking,
factors academic studies are sources of risks identification.
Org process assets Lessons learned from previous projects
Documentation reviews Quality of plans, lack of or inconsistency of various project documents could
indicate potential risk for the project.
Info-gathering techniques Brainstorming, Delphi, Interviewing - risk oriented meetings with various
stakeholders may reveal more risks not evident during planning.
Checklist analysis Organized by source of risk: project context, other planning process outputs;
technology or product issues; internal sources such as team members
Assumptions analysis Explores the assumptions validity. Identifies risks due to inaccuracy, inconsistency
or incomplete assumptions.
Diagramming techniques Cause and effects; system process flow charts; influence diagrams

SWOT analysis Examines the project from the strengths, weaknesses, opportunities and threats.
Expert judgment Consider the “experts bias” during this process.
Risks register Initial entries into the risk register – lists of risks and potential responses if
available.
Risks: An uncertain event or condition that, if it occurs has a positive or negative
effect.
Includes: List of identified risks, potential responses, root causes of risk, risk
categories.

You have to know, which Risk identification process , what we do.

Risk Identification Process – Risk Gathering technique
A. Documentation reviews.
B. Brainstorming
C. Delphi Technique
D. Expert Interviewing
E. Root Cause analysis / identification
F. Affinity Diagram
G. Nominal Group Technique

1. ………B…….attempts to create a Comprehensive list of risks.

2. ………C……..Participants respond anonymously.
3. ………B……….includes a multidisciplinary set of experts
4. ………E……….identifies the source of the risk.
5. ………A………Perform a structured view.
6. ………D………May be conducted one-on-one
7. ……A………..Determines risk by comparing project planning to project requirements and assumptions.
8. ……B…………..sometimes utilizes the RBS as a framework.
9. ……E…………….Group risks by causes.
10. …C……………..Attempts to reduce bias in the data.
11. …A……………..Concerned with the quality of the project plans.
12. …D…………….A primary source of risk identification data gathering.
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13. …C……………Attempts to reach a consensus regarding project risks.

14. ……G………A process of collecting and ranking risks contributed by a select group of participants.
15. ……H………A tool to identify potential failures modes, determines their effects, and identifies actions to
mitigate the failures.

Risk Identification Analysis

You have to know, which Risk identification process , what we do.

Risk identification process - Risk Identification Analysis
A. Checklist analysis.
B. Assumption analysis.
C. Cause and effect diagrams.
D. Process Flow chart.
E. Influence Diagram.
F. SWOT analysis
G. Prompt List.
1. ……B……….obtains information from the project scope statement
2. ……C………..Also known as Ishikawa diagrams.
3. ……E………….Elements within the diagram influence one another
4. ……A………….Utilize historical information from previous projects
5. ……D…………Shows a process from beginning to end
6. ……F…………identified the organization’s strengths and weaknesses.
7. ……A………..Utilize the lowest level of the RBS as a checklist.
8. ……E…………..Reflect uncertainty within potential paths.
9. ……C………….also known as fishbone diagrams.
10. E……………….are used to make decisions.
11. B………………...Examines validity, inaccuracy, inconsistency or incompleteness.
12. …F…………….. Increases the breadth of identified risks..
13. …D……………show how various elements of a system interrelate.

14.………G…………Generic list of risk categories.

15………D…………….Theoretical evaluation of a project before it has actually been done.

16. Influence diagrams show three things that help to determine where uncertainties

1 Causal influence
2 Time ordering of events
3 Relationships among variables and outcomes

17. Output of Risk identification Process

1 List of identified risks
2 List of Potential responses
3 Root causes of risk.
Risk identification
1) In the boxes below , write in the information gathering techniques whose purpose is described within the
box

Interviewing Brainstorming Delphi Technique Root Cause

Identification

Purpose to obtain Purpose to develop a Purpose to reduce Purpose to identify

information from comprehensive list of bias in the data a problem and
subject matters experts project risks determine ways of
and experienced preventing it by

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Project participants uncovering the

underlying causes

2) What are questions should be asked in the assumptions analysis, to minimize the risks on the project.
A. Are they consistent enough

B. Are they valid?

C. Are they complete

EXERCISE -15

PERFORM QUALITATIVE RISK ANALYSIS

Assessing the probability and consequences of risks and estimating their implications on project
objectives to determine their priority for further quantitative analysis and/or risk response planning.

• Prioritizes risks according to their impact on project objectives

• Determines the importance of addressing and planning responses for specific risks and their time-
criticality
• Evaluates the quality of the risk information available
• Requires that the probability and consequences of the risks be evaluated using established
qualitative-analysis methods and tools
• Trends in repeated qualitative analysis can indicate the need for more or less risk management
action
• Should be revisited during the project life cycle to stay current with changes in the project’s risks
• Can lead to further analysis in quantitative risk analysis or directly to risk response planning

Qualitative (foundational) Quantitative (optional)

• What is the risk? • Modeling uncertainty
• Why might it happen? • Simulate combined effect of risks
• How likely is it? • Predicting outcomes
• How bad/good might it be (impact)? • Range, min/max, expected
• Does it matter? • Testing scenarios
• What can we do? • Setting confidence limits
• When should we act? • Identifying criticalities
• Who is responsible? • Determining options
Risk register Provides a list of the identified risks.
Risk mgmt plan How the team will manage project risk.
Scope statement The scope statement will identify if the project is similar to previous projects or first of
its’ kind which usually will have more uncertainty.
Org process assets Lessons learned on previous project risks
Risk P/I assessment Likelihood that a risk will occur
Consequences on project if the risk does occur
Probability & impact Risk probability – the likelihood that a risk will occur
matrix Risk consequences – the impact of the risk on project objectives
The above may be described in “qualitative” terms, such as “very high”, “high”,
“medium”, “low” or “very low”.
Risk data quality Description of the extent to which a risk is known and understood.
assessment Measurements
The extent of data available
The reliability of the data
Evaluation of the source of the data used to identify each risk.
Risk categorization Use the RBS or WBS to categorize the risks.
Risk urgency assessment Immediate or near term risks can affect the risk rating making it more urgent to
assess the risk response.
Expert judgment Consider experts bias.
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Risk register (updates) Output from the Identify Risk process

Updates such as: ranking, categories of risk, causes, watch list low priority risks,
trends…..

Risk Qualitative Risk Analysis

You have to know, which Risk Qualitative Risk process , what we do.
Risk identification process - Risk Qualitative Risk process
A. Risk Probability & Impact Assessment
B. Probability & Impact Matrix
C. Risk Data Quality Assessment
D. Risk Category
E. Risk Urgency Assessment
F. Expert Judgment

1…C…….When sufficient information is not available to result in high quality information used for risk
management purposes; benefits versus the cost of uncertainty are evaluated.
2. …F……includes individuals that have experience with similar projects.
3….. B….can be described as a look up table.
4…E….This assessment can be used with risk probability ratings and risk impact ratings to determine an overall
risk rating.
5…A……Results in a risk probability rating and a risk impact rating.
6…F….. Is required to assess the probability and impact of each risk.
7…B……Results in an overall risk rating.
8…D….Groups risk by source.
9… A….Examines the effects of a risk on project objectives.
10 …B….Sometimes uses a color classification system to determine whether a risk is considered to be a high
risk, moderate risk, or low risk.

There are three indicators that the risk management team should look at in order to determine whether a risk requires
a near-term response. Name these priority indicators in the boxes provided

1. Time to execute the risk response.

2. Symptoms and Warning signs.
3. Risk Rating

In the space below, write in the other updates made to the risk register as a result of performing qualitative risk
analysis

1. Prioritized List of risks.

2. Risks grouped by categories.
3. Risks requiring near-term response.
4. Risks requiring additional analysis and response.
5. Watchlist.
6. Qualitative trends.

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ANSWER THE FOLLOWING QUESTIONS:

What are the two most frequently used probability Beta & triangular
distributions

Beta
PERT Uses , what type of Probability distribution

Normal or log normal distribution

What type of distribution is used to display standard
deviations

Triangular
What type of distribution is used to display three-
point distribution

EMV VENDOR A – (32000*65%)+(5000*35%)= $ 22,550.

EMV VENDOR B – 28000*45%+2500*55%=13.975
VENDOR A OFFERS A GREATER EXPECTED MONETARY VALUE THAT B.

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Technique: Monte Carlo

Describe the Characteristic:

1 Typically completed using a software program.

2. Typically used in cost and schedule risk analysis.
2. Typically used in cost and schedule risk analysis.
3. Computes the project model many times.
4. Results in the calculation of a cumulative chart that is S- Shaped.

PERFORM QUANTITATIVE RISK ANALYSIS

Evaluating risks and risk interactions to analyze numerically the
probability of each risk and its consequence on project objectives.
Determining which risks we need to worry about. Not all risks are quantifiable.
Uses a set of structured tools to help decide which
risk events warrant a response strategy of some kind.

Risk register List of identified risks, ranking, and categories

Risk mgmt Risk management guide, R& R, budgets and schedules for risk
plan
Cost mgmt Establishes the controls for budget which will help determine the structure and/or application
plan approach for quantitative analysis.
Schedule Establishes the controls for the schedule which will help determine the structure and/or
mgmt plan application approach for quantitative analysis.
Org process Studies of previous projects by risk specialists and risk databases from other industries.
assets
Data gathering A method of taking subjective probability and representing that data objectively.
and Dependent on types of probability used
representation Triangular and Beta
techniques use 3-point estimates (P, ML and O)
Normal, log and uniform, use means and standard deviations

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Quantitative Decision Trees: Diagram shows key interactions among decisions and associated chance
risk analysis events. Decisions are shown as boxes and chances as circles.
and modeling
techniques EMV: probability times the expected outcome.

Simulation: Analyze the behavior of the system. Most common is the schedule simulation
which uses the project network as the model based on the Monte Carlo analysis.

Monte Carlo Analysis: Superior approach to analyzing the schedule compared to PERT or
CPM as these two tend to underestimate and fail to account for path convergence. This
performs the project many times to provide a statistical distribution of the calculated results
to quantify the risk of various schedule alternatives, different project strategies, different
paths through the network, or individual activities.

Impact Analysis: What is the likelihood the event will occur vs the severity of the impact on
the project if it does occur. I.e. You have a high probability it will snow, but you live in
Maine so the risk is low.
You have a low probability it will snow, but you live in Miami so the risk is high and would
be disastrous.

Sensitivity Analysis: Places value on impact to the project by changing a single variable.
Completed only on variables with the greatest impact on cost, schedule or economic return
on the project.
Utility Theory: Considers the attitude of the decision maker; their pain vs pleasure.

Expert judgment Can validate the reliability of the techniques used.

Risk register (updates) Output of Risk Identification.
Updates include: probabilistic analysis of the project, probability of achieving cost and
time objectives, prioritized list of quantified risks and trends in quantitative risk
analysis results.

Exercise 23

Match each tools and technique of the Perform Quantitative Risk Analysis process

A. Sensitivity Analysis
B. EMV
C. Decision Tree Analysis
D. Modeling & Simulation

1. ………C ……… Typically used for decisions dealing with time or cost.
2. …… B… …… is calculated by multiplying the impact by probability.
3. ……D… ……… is related to the Monte Carlo technique.
4. …… C… ……….Used to make a decision between two or more potential outcomes.
5. …… D… ……….Calculates the probable cost of the project.
6. …… A… ……… Establishes a range of variation for each of the risk events and determines a level of acceptance.
7. …… C… ……….Uses EMV to make a decision.
8. …… A… ……….Results are typically displayed using a tornado diagram
9. ………C ………Used to make decisions on risks that are uncertain.

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10. …D …converts uncertainties into potential impact on project objectives that are specified at a detailed level of
the project.
11. …B……Looks at probability and impact together.

12……A……Used to determine which risk events have the greatest potential impact on the project objectives.
13…D…… Typically performed using software.
14…B……Calculates the average outcome of future scenarios that may or may not occur.
15…A…….Measures the effects of a project element on a project objective when all other elements are held at their
baseline values.
16…B….Requires a risk-neutral assumption.
17…D…Results are frequently displayed as cumulative.
18…A……technique that changes a single element at a time to measure the potential impact of a risk.

Risk Response

PLAN RISK RESPONSE

Defining enhancement steps for opportunities and
mitigation steps to respond to threats.

Risk register Output of Identify Risk

Risk mgmt plan The guide to how risk response planning will be conducted.
Strategies for Avoid: Change the plan to eliminate risk events
negative risks or threats Transfer: to a third party with ownership of the response. Does not
eliminate the risk.
Mitigate: Taking early action/change the plan to reduce the monetary
risk by reducing the probability of occurrence with proven
technology; use a sub contractor; use reserve.
Acceptance: Active: Develop a contingency plan to execute if risk
occurs.
Passive: Acceptance of lower profit if activities overrun.
Positive risks or Responses to specifically address potentially positive impacts to the project
opportunities objectives by exploiting, sharing or enhancing.
Both threats and Acceptance: Active: Develop a contingency plan to execute if risk
opportunities occurs.
Passive: Acceptance of lower profit if activities overrun
Contingent response Contingency reserves: A provision to mitigate cost and/or schedule
strategy risk. Types: mgmt, contingency, schedule
Expert judgment Will assist with the actions.
Risk register (updates) Updates at this step of the process could be: contingency reserves of time and cost,
symptoms and warning signs, agreed upon response strategies etc.
Risk related contractual Agreements for insurance, services are prepared.
agreements
Project Mgmt Plan Agreed upon risk response strategies are processed through the appropriate
(updates) knowledge areas and updated in the project management plan.
Project document Assumptions log, technical documentation
(updates)

EXERCISE -25

RISK RESPONSE

1. The Project management team altered the project schedule to eliminate an existing threat. Avoid
2. In dealing with an opportunity that had risen , the risk management team decided to conduct additional
research and training amongst the team. The purpose of these actions was to increase the probability that the
risk would occur. Enhance
3. While developing risk responses, the project manager recommended to stakeholder that a joint venture with a
production company be formed. This would allow the organization to take advantage of an opportunity that
had emerged within the project. Share

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4. As a way of reducing the of a risk from occurring, the project management team decided to conduct
additional tests. Mitigation.
5. The stakeholders of your project have asked that you do whatever it takes to make sure that a major risk
discovered occurs Exploit.
6. As a way of dealing with a risk, the risk management team made the recommendation of purchasing
insurance. Transfer
7. The project management team had gone through several possible scenarios for dealing with a positive risk
that had been recently identified . it was decided that the risk would be left as is, and the outcome would result
out of its own progression.Accept..Passive.
8. By identifying the factors that would result in a risk from occurring, the risk management team was able to
increase the risk’s probability. Enhance.
9. In dealing with a risk, the goal of the project management team was to eliminate the uncertainty of a negative
risk from occurring…Avoid
10. The risk management team was forced to deal with a risk by accepting it. As an additional strategy, they
opted to add a contingency reserve to deal with risk if it occurs Active acceptance
11. The risk management team recommended that the project management plan be changed to accommodate an
opportunity discovered. Exploit
12. The project management team purchased bonds to deal with the liability of a risk. Transfer
13. After several meetings, it was determined that a partnership would be formed to manage an opportunity. The
idea behind this partnership is to seize the opportunity. Share.
14. After determining that eliminating of a risk was not feasible, the risk management team decided to opt for
reducing the impact…..Mitigation .
15. After going through several options of dealing with a risk, it was decided that not doing anything about the risk
would be more cost effective that implementing other response strategies.. Passive acceptance

EXERCISE -26

A. EXPLOIT
B. SHARE
C. ENHANCE
D. ACCEPT
1. ……C…………. select a reliable vendor.
2. …… B ……. form a joint venture.
3. …C…………… add additional resources
4. … A …. Alter the project’s approach.
5. …B……. Enter into a risk – sharing partnership.
6. B……..Form a special-purpose company.
7. …A….. Alter the project management plan.
8. …D…… Add a contingency reserve.
9. …D……Do nothing.
10. …B…….Results in a contract
A. Avoid
B. Transfer
C. Mitigate
D. Accept
1. …D……..Add a contingency reserve.
2. ……C…..Choose a stable vendor.
3. …B………Purchase insurance.
4. …A………Alter the project’s approach.
5. ……B……obtain warranties.
6. …C………Select less complex processes.

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7. …B……….Typically results in a contract.

8. ……A…….Change the project management Plan.
9. …C……….Obtain the team’s buy-in.
10. …D…………Do nothing.
11. …C………Build a prototype

A. Fallback Plan
B. Risk response
C. Contingency Plan
……B………..is executed immediately.
……C……is executed when predefined risk triggers occur.
……A…….is executed when other planned responses prove ineffective.
EXERCISE -27

Risk Response

A. Contingency Plan
B. Triggers
C. Risk action Owner.
D. Residual risks
E. Risk Owner.
F. Management reserve
G. Contingency reserve
H. Insurance
I. Secondary risks
J. Fallback plan

1. Risks that are generated by a response to another risk……Secondary risks…………..

2. Risks that remain after risk response planning…………Fallback plan………………

3. Planned actions to be taken if the risk happen………B……………….

4. An amount of time and cost added to the project to deal with unknown unknowns, i.e. risks that have not
been identified…………G……

5. The person assigned by the project manager to watch for triggers and manage the risk response if the risk
occurs………F……..

6. Early warning sign that a risk has occurred or is about to occur……C……

7. The person assigned by the risk owner to implement approved risk responses……D.

Output of Risk response Planning

1. Agreed response strategy.

2. Risk owners & responsibilities.
3. Specified actions to implement the response strategies.
4. Risk symptoms & warning signs.
5. Required budget and activities for response implementation.
6. Contingency plans & triggers.
7. Fallback plans.
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8. Residual risks.
9. Secondary risks.

Fill in the updates made to the project documents

1. Assumption log.
2. Technical documentation

In the boxes below, answer the questions relating to risk-related contractual agreements output
In which plan are the risk related contractual Project management Plan
agreements added

What process uses the risk related contractual Plan procurement

agreement as an input

Risk related contractual agreements typically Transfer

result out of implementing which risk response
strategies

Risk Reassessment Risk Audits Variance & Trend Analysis

Purpose: Purpose: Purpose:

1. To reassess existing Examine the effectiveness of To forecast any potential cost

risks. the risk responses and of the and schedule
2. Identify new risks using risk management process
the risk management
process

Inputs Used: Inputs Used: Inputs Used:

1. Risk management 1. Risk management 1. Work performance

plan. plan. information.
2. Risk register 2. Risk register 2. 2. Performance reports

Technical Performance Reserve Analysis Status meetings

Measurement

1. Purpose: Purpose: Purpose:

Compare actual technical
accomplishments to planned Compare the amount of To address risk management
accomplishments. contingency reserve as part of the status meeting
remaining to risks remaining. agenda.
Uncover any deviations that
may exist. .
Inputs Used: Inputs Used: Inputs Used: sk management
planRisk register

Performance reports Risk register

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Exercise
Match each tools and technique for Monitor & Controlling process Group

A. Risk reassessment
B. Risk audits
C. Variance & trend analysis
D. Technical Performance measurement
E. Reserve Analysis
F. Status meetings
G. Work Around

1. ………A ……… Identifies new risks.

2. …… C… …… Uses earned value analysis.
3. ……E… ……… Used in the following processes: Estimate Activity Durations, Estimate Costs, Determine
Budge, Monitor & Control Risks.
4. …… D… …Compares actual technical accomplishments to planned achievements.
5. …… G… ……….Used when no other risk response plans exist.
6. …… A… ……… Examines existing risks for changes in status.
7. …… F… ……….Can be used to address risk management by adding risk as an agenda item.
8. …… B… ……….Concerned with measuring the effectiveness of risk responses & of risk management
processes.
9. ………G ………An unplanned response to a negative risk that has occurred.
10. …D …Uncovers any deviations that exist, such as different functionality.
11. …G……Is a costly type of risk response.

12. 12 E……Compares the contingency reserve remaining to the risk remaining.

Name each item, note whether it is an input, tool and technique or output
13. ……TT…………. Risk audits
11. …… O ……. Change requests.
12. …TT…………… Variance & trend analysis
13. … I …. Performance reports.
14. …I, O………..Risk register.
15. … TT ….. Status meetings.
16. …O…….Organizational process assets updates
17. …TT…..Technical performance measurement
18. …I,O……Project management Plan
19. …TT……Risk reassessment
20. …O………Project document updates.
21. … I……….Work performance information

Outputs of Monitor & Controlling process Group

1. Outcomes of risk reassements, risk audits, and risk reviews.
2. Actual outcomes of project risks and risk responses.

EXERCISE -28
Fallback Plan vs Contingency Plan

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A. Fallback Plan
B. Contingency Plan
…… ……is executed when predefined risk triggers occur.
…… …….is executed when other planned responses prove ineffective.

EXERCISE -29

Management vs Contingency Reserve of the project

1. Who will approve Management reserve…………Management……………………

2. For which risks management reserve will be used…………Unknown-unknown…………………..

3. Does Project manager has the authority to use management reserve without approval from management
………No……………………………

4. For will Project manager do, if amount for Contingency reserve is not sufficient. …Request…………………

5. For risks will be contingency reserve will be used…………Known-Known…………..

6. Whether Management reserve is included in the cost baseline of the project …………No………………….

7. Management reserve + Contingency reserve is …………Cost budget……….

Exercise 30

Match each tools and technique for Monitor & Controlling process Group

MONITOR AND CONTROL RISKS

Executing the Risk Mgmt Plan to respond to risk events during the project.
When changes occur the basic cycle of identify, quantify and respond is repeated.

Executing the Risk Mgmt Plan to respond to risk events during the project.
When changes occur the basic cycle of identify, quantify and respond is repeated.

Risk register Output of Identify Risk

Project mgmt plan Contains the risk mgmt plan with risk tolerances, guide, R & R …….
Work performance Project deliverables status, corrective actions and performance reports.
information
Performance reports Analysis of work performance may influence the risk management process.
Risk reassessment New risks may be identified and changes to existing risks.
Risk audits Examine the effectiveness of the risk management process.
Variance and trend Earned value analysis may reflect potential risk to meeting overall project objectives.
analysis
Technical performance Deviations between the technical accomplishments to the plan help to determine or
measurement forecast the degree of success in achieving project scope.
Reserve analysis Regular review of the contingency reserves left to ensure adequate remaining
reserve is available.
Status meetings Should be held periodically
Risk register (updates) Outcomes of risk reassessments, audits, and risk reviews.
Org process assets Lessons learned and final templates, risk registers, checklist and RBS’s are added to
(updates) the assets.
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Change requests Prepared and submitted through the Integrated Change Control process and once
approved are inputs to the Direct and Manage Project Execution.
Can be for preventive actions to include contingency plans and workarounds
Can be for corrective actions taken to bring expected performance in line with the
plan.
Project mgmt plan Approved changes must be updated in the plan.
(updates)
Project document Assumptions log, technical documentation
updates

EXERCISE -31

A. Risk reassessment
B. Risk audits
C. Variance & trend analysis
D. Technical Performance measurement
E. Reserve Analysis
F. Status meetings
G. Work Around

1. ………. ……… Identifies new risks.

2. …… .… …… Uses earned value analysis.
3. …….… ……… Used in the following processes: Estimate Activity Durations, Estimate Costs, Determine
Budge, Monitor & Control Risks.
4. …… .… …Compares actual technical accomplishments to planned achievements.
5. …….… ……….Used when no other risk response plans exist.
6. …… .… ……… Examines existing risks for changes in status.
7. …… .… ……….Can be used to address risk management by adding risk as an agenda item.
8. …….… ……….Concerned with measuring the effectiveness of risk responses & of risk management
processes.
9. ………. ………An unplanned response to a negative risk that has occurred.
10. …. …Uncovers any deviations that exist, such as different functionality.
11. ….……Is a costly type of risk response.

12. .……Compares the contingency reserve remaining to the risk remaining.

Name each item, note whether it is an input, tool and technique or output
22. ……TT…………. Risk audits
23. …… O ……. Change requests.
24. …TT…………… Variance & trend analysis
25. … I …. Performance reports.
26. …I, O………..Risk register.
27. … TT ….. Status meetings.
28. …O…….Organizational process assets updates
29. …TT…..Technical performance measurement
30. …I,O……Project management Plan
31. …TT……Risk reassessment
32. …O………Project document updates.
33. … I……….Work performance information

Choose the type of Communication

1. Formal Written.
2. Informal Written

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3. Formal Verbal
4. Informal Verbal
1. Clarifying work package………………………FW……………………………………………..
2. Interoffice memos…………………IW……………………………..
3. Email……………………IW…………….
4. Presentations…………FV……………..
5. Conversations……………IV………………………………….
6. Poor performance notice to a team member first……………IV……………………..
7. Poor performance notice – Second time to a team member……FW………………..
8. Project Charter,……………………………FW……………………………………………….
9. Risk Register……………………………FW…………………………..
10. Customer requests for additional work that is not in the contract…FW

Brief Description of each leadership style in the boxes provided below

A. Consensus
B. Consultative
C. Supporting
D. Coaching
E. Autocratic
F. Facilitating
G. Directing

1. Directing When a manager tells others what to do.

2. Facilitating .Coordinating the ideas and inputs of others
3. Coaching .Placing emphasis on instructing others.
4. Supporting Providing team members with assistance.
5. Autocratic When decisions are made based only on the individual that has made the decision.
6. Consultative Encouraging the ideas of others/
7. Consensus Reaching a decision as a group.

Procurement Exercise
A. TIME & MATERIAL
B. CPFF
C. CPIF
D. FPI
E. FPEPA
F. FFP
G. CPPC
H. Cost Reimbursement Contract
I. Fixed type Contract
1. Choose the contract type, which has highest risk for buyer…………CPPC
2. Choose the contract type, which has highest risk for Seller………FFP.
3. Which Contract is having a mixture of two contract type…………T&M………….
4. Buyer can easily start the work without finalizing the scope of work…..G,A
5. Buyer need to develop the detailed scope of work…………H……..
6. Which type of contract, will entertain only for economic price changes .FPEPA.
7. In Which type of Contract, the Seller will be interested to do more work, than required………H……………….
8. Which type of contract, will be suited for small type of contract …T&m………
9. Which type of contract, the Buyer will almost know the final price of the contract, at the start of the
project…………FFP……………….
10. The Seller likes this contract, and will try to complete the work before the schedule completion date, to receive
bonus………CPIF………….
11. The Buyer likes this contract, and gives incentive for early completion FIF

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Quality Control
A. Pareto Histogram
B. Run Chart
C. Control Chart
D. Scatter Diagram
E. Design of Experiments
1. Which tools and technique, you use, if I have to carry out, trends analysis……B…….
2. Which tools and technique, you use, to determine whether or not a process is stable or has predictable
performance………C……………….
3. Which tools and technique, you use, to identify which variables have the most influence on the overall
outcome of a process……E……………………….
4. Which tools and technique, you use, if I want to show the history and pattern of variation………B……….
5. Which tools and technique, you use, if I want to, identify the possible relationship between two
variables………D……………….
6. Which tools and technique, you use, if you want to, identify and prioritize problem
areas………A…………………….

Exercise
Brief Description of each leadership style in the boxes provided below
A. Consensus
B. Consultative
C. Supporting
D. Coaching
E. Autocratic
F. Facilitating
G. Directing

1. Directing When a manager tells others what to do.

2. Facilitating .Coordinating the ideas and inputs of others
3. Coaching .Placing emphasis on instructing others.
4. Supporting Providing team members with assistance.
5. Autocratic When decisions are made based only on the individual that has made the decision.
6. Consultative Encouraging the ideas of others/
7. Consensus Reaching a decision as a group.

Conflict resolution technique

A. Forcing
B. Withdrawal
C. Compromising
D. Confronting
E. Smoothing
1. ……Confronting…D…………….Dealing with conflict head on and resolving it.
2. ……Compromising……C………….Finding a solution that brings some level of satisfaction to the people
involved.

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3. ……Withdrawal…B…….Avoiding or retreating from the issue, leaving no opportunity for resolution

4. ……Smoothing…E………Emphasizing agreement to deal with the differences of opinion
5. ……Forcing...A.Pushing a decision on another, even if at the other person’s expense.

Power of Project Manager

A. Referent
B. Reward
C. Expert
D. Penalty
E. Formal
1. ……E FORMAL……………….Based on a Person position
2. ……B…REWARD…………….Based on rewarding someone for doing something.
3. …D…PENALTY……………….Based on punishment for not doing something.
4. …C EXPERT…………………Based on expert knowledge on a subject.
5. …A REFERENT…...Based on the authority of someone else.

Herzberg’s Theory of Motivation

1. ……Hygiene ……………….Working Condition

2. ……Motivators……………….Recognition
3. ……Hygiene……………….Salary
4. ……Hygiene………………Safety
5. ……Motivators……………... Work Challenges
6. ……Hygiene……………... Supervision
7. ……Hygiene……………... Job security
8. ……Motivators……………... Responsibility
9. ……Motivators……………... Achievement

McGregor’s Theory of X and Y

1. ………Y…………….Allows employees to motivate themselves

2. ………X…………….believes employees requires a tight level of control
3. ………Y…………….Believes employees are anxious to take on greater responsibility
4. ………X…………… Authoritative
5. ………X…………... Quick to blame employees
6. ………Y…………... Does not restrict employees by many rules
7. ………Y…………... Allows employees to reward themselves
8. ………X…………... Reward employees through money incentives
9. ………Y…………... Believes employees are ambitious.
10. ………X………….. Prefer a hierarchical structure

Exercise
Basic Model of communication
1……………Medium ……………………….is the method that is used to convey the message.
2……………Encode…………………………means to pass on thoughts or ideas in a way that can be understood by
others.
3……………Sender…………………………is responsible for conforming that the information has been understood
correctly and making sure the information is clear and complete.
4……………Noise…………………………includes anything that may interfere with getting or receiving the message ,
such as background noise, technology, distance etc.
5……Receiver……………..is responsible for making sure that the information is understood correctly and received in
its entirely.
6……Decode……………..means to receive the message and translate it back into meaningful thoughts.
7……Message…………….is the information that is being encoded and then decoded between the sender and
receiver.
Type of Communication
Sending an email to the risk management team Informal Written
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reminding them about an upcoming team meeting

Having a risk closure celebration Informal verbal

Delivering a presentation on the status of risk Formal verbal

management activities

Updating a risk register Formal Written

Sending out a memo with risk management Informal written

suggestions

Holding a conversation with a team member Informal verbal

Communicating with a team member located in an Formal written

offshore center

Documenting a new risk Formal written

Taking notes for a team member who could Informal written

not be present for a meeting

Delivering a quarterly update to key stakeholders Formal verbal

during a summit
Three methods of Communication provided by the PMBOK
Interactive Push Communication Pull communication
Communication

Between 2 or more individuals From one individual to For large audience that need
(Examples meetings, conference call, another (Examples , letter, access to information at their
phone calls) email, fax, voicemail, discretion Example, online
memo) learning , intranet, knowledge hb)

Method to deal with stakeholder……Face to Face………………………

An effective communications management plan will contain the following communication attributes:
1……Information to be distributed……………………………………………………….
2……Purpose…………………………………………………………
3……Frequency…………………………………………………………
4……When……………………………………………………….
5……Format or medium used………………………………………………………..
6……Who is responsible……………………………
There are Eleven content items within the communication management plan. In the following boxes, note down what
the items are:
1………Stakeholder communication requirements…………………………………………………….
2………Information to be communicated………………………………………………………
3………Communication guidelines………………………………………………………
4………Frequency…………………………………………………….
5………Escalation process
6………Responsibility
7…… Recipients

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8……Communication methods used.

9…Communication flow chart
10……Glossary of terms
11……Methods for updating and refining the plan

CHECKLIST FOR RMP EXAM

1. Delphi technique -Characteristic features - Review by expert advantage / Disadvantages

2. Disadvantages of Brainstorming - Which is biased?

3. Definition of Triggers. – 2 Questions,

4. Contents of Risk Management Plan.

5. Importance of Risk Urgency assessment, Data Quality assessment and Risk Categorization

6. Organization Process Assets - its definition, use and importance – 6- 8 questions

7. Difference between - Risk Qualitative vs. Risk Quantification - Key is the word - "Evaluation" assessment.

8. Inputs for Risk Monitoring & Controlling. Reserve Analysis - is a tool and technique of which Process group.

9. Questions related to Workarounds. Workaround comes in which process groups.

10. Which data is more reliable among the Historical information - Expert
Judgment, Brainstorming, Delphi technique?

11. Questions came on content of communication management plan.

12. Questions related to Leadership style - Which type of leadership style

is best in what scenario. 4 questions. What is laissez faire Leadership?

13. Which among is the greatest cause of Conflict

14. Secondary risks / Residual Risk – 8- 10 Questions Minimum.

15. Risk Management Plan (It is very important to know the content of the RM plan and the contents of
communication plan) also the use both of them.

16. Where are Thresholds present?

17. Pert Formula / Standard Deviation Formula.

18. Communication Channel formula.

19. Different modes of Communication Model

20. Expected monetary value definitions and Formula.

21. Decision tree analysis

22. Risk Model.

23. Quality Control tools and techniques.

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24. Memorize risk ITTOs – 2-3 Questions

25. Questions related to risk metrics.

26. ISO (which sentence best describes it and what is its goal). Risk Governance.

27. Questions related to risk management improvement.

28. Monte Carlo Analysis- there were 6-8 questions on the use of this. Especially one tricky one on the use of S
curve plotted after completing the Monte Carlo Analysis..

29. % that the project manager uses communication.

30. Questions related to risk triggers. – 2-3 Questions

31. Risk register updates for risk response planning and distinguish between (residual risks, accepted risks,
secondary risks, fallback plans and contingency plans).

32. Questions related to selecting the best response strategy.

33. Cost Management - there 4-5 questions on this esp on the Estimation (parametric estimate, use of
Management Reserve) and use of Delphi Technique in budget estimation and forecasting. Know all about
reserves, how to create, when to use, how to use, approval, etc.

34. Quality Management - There were three questions- One on the purpose of ISO.

35. Quality Management - Control Limit. Different samples of defects.

36. HR - Mainly McGregor's theory X & Y.

37. Decision Tree Analysis related questions – Wordy and tricky. 3- 5 questions

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