Integration Management:

- Fast tracking the project adds risk as more activities are done in
parallel.

- Think about what is involved in integration: project management plan

development, project management plan execution, and integrated
change control. In order to integrate the project components into a
cohesive whole, communication is key when one activity will interface
with another, one team member will interface with another, and any
other form of interfacing will occur.

- A project manager must manage a project. If all activities are

delegated, chaos ensues and team members will spend more time
jockeying for position than completing activities.

- The project manager's primary responsibility is to complete the project

he was chartered and approved to complete. He also has a secondary
responsibility to make sure the project is still necessary, or determine
whether it needs to change based on the customer's needs.

- Any document created by someone else should be considered

copyrighted information. Asking permission would be the best choice
before making use of such document.

- A work authorization system helps tell the team when work should
begin on work packages.

- A change control system helps track, approve or reject, and control

changes.

- A project management information system helps the project manager

know how the project is going.

- Only a configuration management system addresses controlling

documents.

- Monitor and Control Project Work occurs during integration

management.

- If a project is lower priority, it would be wise to limit control activities to

the needs of the project.
- The business case, should be looked at to determine if the project is
still viable and worth going to the customer or working overtime.

- A project manager should be looking at where changes are coming

from and doing whatever is necessary to limit the negative effects of
change on the project. He needs to find the root cause, so future
changes may be avoided.

- Confidential information should be respected (not disclosed to third

parties without the express approval of the client).

- The company code of conduct should cover items such as bribes,

guidelines for situations, and other business practices.

- The schedule baseline is there for you to determine how the project is
progressing. Follow your change management process, and continue to
track against your baseline.

- Lessons learned can only be completed after the work is completed.

- Expected Value is the probability times impact of an opportunity and

net present value is the benefits less costs over many time periods.

- It is the final plan and not the components that require authorization.
Otherwise, there is extra work for everyone.

- All theft must be reported.

- The number of years is already included in the calculation of NPV. You

simply pick the project with the highest NPV.

- Integrated change control requires coordinating changes across

knowledge areas. For example, a proposed schedule change will often
affect cost, quality, risk, and resources.

- A project manager must evaluate the situation before making a

decision. In this case, the project manager would need to know more
about the added functionality before a decision can be made about
what to do.

- A project is complete when all work, including all project management

work, is complete and the product of the project, not just deliverables,
is accepted.
- When project closure occurs at the end of the project (as opposed to at
the end of a phase), the project management plan would not need to
be updated.

- A vast majority of the project's budget will be expended during the

executing process group.

- You want to present options to your boss.

- During the executing process group, updates are recommended to the

PM plan.

- When a large project scope is completed, analyze project success or

failure.

- In a situation of a conflict with another PM, professional and social

responsibility dictates that you should confront the situation first with
the other project manager to find out if the other project is really on
schedule and thereby confirm or deny your information.

- When a problem arises in managing a project, resolve it with resources

you control, go to resource manager and then go to customer

- If a project team member asks for more time to complete an activity

on a project, submit the information to change control board,
determine if this event might impact future work and inform team
member of the board’s decision.

- If a general contractor offers favours while working on a project,

decline the offer and report to your supervisor.

- The best method to control changes on a project is to look for source of

changes.

- A Project Management plan is a formal approved document used to

control the project.

- During project executing, the project manager should be focused on

integrating the work of others into a cohesive whole. This is more
important than just coordinating or leading.

- In order to gather, integrate and disseminate the outputs of all project

management processes, a PM should concentrate on creating a better
Project Management Info. System.
- The best use of historical records from a previous project is used in
estimating, risk management and project planning.

- If a PM is running out of funds during a project due to unexpected

changes, he should re-evaluate risk analysis and contingency funding.

- When a major scope change occurs on a project, calculate the risks

associated with this change. That means looking for time, cost, quality,
risk, resources, and customer satisfaction impacts.

- When helping another PM with their project, you should offer your
assistance without doing the work.

- When performing administrative closure during Close Project phase,

upon completion you will have project archives, formal acceptance and
lessons learned.

- When consulting on project, if you retain the intellectual property

rights, you can re-use the work without issue. If not, you cannot re-use
your efforts with another company.

- Project baselines should be changed for all approved changes.

- Only baselines are included in the project management plan. The

milestone list and risk register are parts of project documents.

- Lessons learned are an organizational process asset. Lessons learned

from previous projects may be an input to the project management
plan, but they are not part of it.

- When taking over a project from another PM, you have to know what
YOU are going to do. Developing the management strategy will provide
the framework for all the rest of the choices presented and the other
activities that need to be done.

- If management requests a change, while a project is being completed.

First, you need to understand the scope of the change so you and the
team can evaluate the impact. Next, come up with options, which you
present to the change control board. The change control board then
decides whether to include the change and its corresponding impacts
on the project.
- For a new PM that has never managed a project, it would be best to
rely on historical information to improve chances of success on an
assigned project.

- As the project manager, it is your professional and social responsibility

to ensure that company policies are followed throughout the project.

- Inform other PMs in your company if one your common supplier is

having resource or labour issues.

- Determining a project is following policies and procedures is done in

Perform Quality Assurance process, and accepting work results is done
in Verify Scope process.

- As a project manager, it is your responsibility to provide criteria to the

contracts department based on the project needs and to protect your
project along the way.

- An employee does not have the option of choosing whether to follow

company policy. Nor, generally, can a manager override company
policy. Only the owner of the policy can do that. A project manager
must follow policy.

- The role of a PM relating to integrating is ensuring that the various

project elements are properly co-ordinated.

- When you have several people sign-off on project charter, this situation
implies that there are several areas concerned with this project. In
addition to added communications requirements, you should be
concerned with competing needs and requirements impacting your
efforts on configuration management.

- For a project that is out of control; without adequate documentation, it

is impossible to know what was agreed upon and the status of the
project.

- It is professional and social responsibility to disclose conflicts of

interest to the customer, management, and others.

- The risk audit is done during monitoring and controlling, not closure.

- The Create WBS process consists of subdividing major project

deliverables (scope) into smaller, more manageable work packages.
 The Define Activities process defines the activities that must take place
to produce those deliverables.

- If a project team member’s ethnicity is being discussed before the

meeting, the PM should begin the meeting with a discussion of
diversity and professional behaviour.

- To determine the purpose of a project, look at the project charter

documents, the project description and need of the client.

- The project risk management plan is created in the planning process

group of a project.

- Benefit measurement and Constrained Optimization are examples of

project selection methods.

- Integration is most important at key interface points.

- The change control system must also include procedures to handle

changes that may be approved without prior review, for example, as
the result of emergencies.

- If a customer wants to make a change to project scope, the PM must

evaluate the effect of change on schedule, cost, quality and risk.

- It is the project manager's job to investigate impacts, as the project

manager is the only one who can tell how a change impacts the project
as a whole.

- An "end-of-phase review meeting" is the same as an administrative

closure meeting when a phase of the project is closed out. Cancelling
the project has the most impact on the project team and project
direction and therefore, would be the most difficult.

- Most often, projects outsourced outside of the country encounter

communication and time zone barriers. The procurement process
should have assured the project manager that the sellers were skilled
before selecting them.

- Corrective actions are implemented in the Direct and Manage Project

Execution process.
- The project manager should not necessarily prevent all scope or cost
changes and the sponsor is not involved in all changes. Changes found
early will have less of an impact on the project.

- In the real world, problems often repeat. Without a record of what was
done, there is no opportunity to consider the same solution for future
problems. Documentation is critical to projects. Because
documentation becomes part of the historical records database.

- The project management plan contains more than just a bar or Gantt
chart and the project manager's plan for completing the work. It
includes all the management plans for the project.

- Remember that control relates to measurement.

- It is important to realize that delays or cost increases do not

automatically result in changes to baselines. Changes can be made to
the baselines, but only when they are officially approved.

- Changes are not listed in the scope management plan or in the project
charter. A PM must determine if a change is needed, if a change is
beneficial and notify stakeholders affected by the change.

- The person requesting the change usually formulates the change and
creates a change proposal. The performing organization usually
creates the procedures regarding changes. The change control board
reviews requests for changes, evaluates both the positive and negative
impacts and then approves or rejects the changes.

- The larger the BCR, SPI and CPI the better. A project with high priority
normally holds more senior commitment.

- The change control system should already have methods of making

changes described.

- If resources that were promised at the beginning become unavailable,

explain the impact to the project sponsor.

- If the project manager is asking how to make a change. The

procedures, forms, sign-offs, and other similar requirements for
handling changes should have already been determined in the change
management plan. Because they weren't, the project manager will
waste valuable work time trying to figure it out after the fact.
- The change management process should be formal so changes don't
"just happen." You manage them. You want them documented for
historical purposes so there is an audit trail indicating why you made
the changes.

- If the same department is submitting all changes, then you must talk
to the department to understand the reason of changes. The best way
to deal with this problem is to discover the root cause.

- Putting all pieces together in a cohesive whole describe a PM’s role as

a project integrator.

- The project management plan is used to guide the project and it is the
project manager's integration role.

- If you signed a confidentiality agreement, you may not speak about

project details even if you don’t agree with them.

- A poor communications management plan is not likely to cause the

volume of changes on a project that is experiencing many late change
requests.

- You need to follow a new employer’s procedures while you try to

influence improvement via the change management processes.

- For a defective product, although insurance would cover the risk, it is

best to recall the product and fix the problem in all instances.

- All projects, even those that do not have a completion date (yes, they
do exist), should be planned and have a schedule, if for no other
reason than to control the project and prove project success. However,
if there is no end date, the schedule should allow for resources being
removed and other such delays.

- The project manager is neither empowered nor competent to

determine the legality of company procedures. NOTE: There is an
important distinction between practices and procedures. All unethical
practices should be reported. For example, a project manager must
report an act of fraud. Fraud is not a company procedure (normally).
However, a project manager is not in a position to determine whether
company procedures comply with existing law.

- A project manager must understand what led to problems with team

dynamics, project scope, etc., in order to decide what to do and with
 whom to meet to resolve the problem. One cannot meet with the
sponsor until the reasons for the problems are known. It is more
appropriate to meet only with the team members involved.

- Double declining balance is a form of accelerated depreciation.

- The sponsor issues the project charter and so he or she should help the
project manager control changes to the charter. The primary
responsibility lies with the sponsor.

- Operations and maintenance usually occur after the project is

completed.

- Linear programming is a type of constrained optimization project

selection method.

- Sunk costs are expended costs. The rule is that they should not be
considered when deciding whether to continue with a troubled project.

- A project without a charter is a project without support. The

information provided for the other projects does not justify selecting
them. Even the number of resources is not relevant, since the number
of resources for the new project is not supplied.

- A PM must be able to weigh the benefits of change versus the costs

and compare them to other possible changes. Team members should
do what was asked of them.

- If project deliverables and baselines have changed several times on a

project, it is mainly due to clear direction from the sponsor.

- Project archives are created during Close Project or Close Phase

process.

- The project charter is created in initiating. The project management

plan and risk plan are products of the planning processes.

- If a customer has requested change during application testing, the first

action would be to formally document the requirements, and then
follow the project change control process.

- If you are assigned as a PM to lead a new project, the first plan to

create is project scope statement.
- As a PM you need to do more than just monitor and track changes; you
have to work on influencing the causes of change.

- You want to capture data at the end of each phase of a project. If you
wait until the end, you may forget important information.

- Project Charter gives PM the authority on a project.

- The details of what needs to be done are found in the WBS dictionary.
The names of team members are included in responsibility assignment
matrix and other documents. Project history is found in the lessons
learned and other project documents.

- Rejected change requests are an output of Integrated Change Control.

- Changes made via the change control system will be documented in

some part of the project management plan and/or project documents.

- The project charter is issued by the sponsor.

- If many changes are being requested and made, it indicates that the
scope definition was incomplete. A thorough review of the project
scope with the stakeholders will help identify where problems exist and
allow you to focus on fixing them.

- If you need to make a decision over the allotted budget, discuss the
impact with the customer and ask for a decision.

- With any project, you need to focus on the needs of the stakeholders.
By understanding their needs, you will be far ahead in developing a
structured approach that fits their needs.

- Higher NPV is better

- The project manager needs to analyze the problems and identify what
caused them before making a decision.

- If you receive a request that does not affect the scheduled and easy to
complete; you must evaluate the impact on other project constraints.

- As a PM you must always determine what the common practices in a

country are, when starting a project in a foreign country.

- A change management plan includes the processes and procedures

that allow smooth evaluation and tracking of changes. Lessons learned
 are reviews of the processes and procedures to improve them; they
are not part of the system.

- If a project remains over the budget limit, review expensive

requirements that add least benefit.

- If a customer requested functionality that was not available at the start

of the project, but becomes available at a later stage. Inform the
customer and of the upgrade and impacts to timeline and functionality.

- Value analysis is a way of making sure that the least expensive way is
found to do the work.

- The Close Contract process may happen before the project as a whole
is complete.

- Approved corrective action is an input to Direct and Manage Project

execution.

- Lack of sponsor commitment can lead expanding scope, increasing

cost and lengthening timelines.

- Earned value analysis is a progress reporting tool. Pareto is a quality

tool. Expert interviews simply provide information from individuals,
while the Delphi Technique leads to consensus of expert opinion and is
therefore best.

- Lessons Learned help to avoid future pitfalls and use the good ideas of
past projects. This leads to improvements in future projects.

- A project control system is set up during the planning process group,

not during project executing. A WBS is created in project planning, but
can be used to help manage the project during project executing.

- If you cannot determine how many changes are being reviewed, the
problem lies with change control system and project scope
management plan.

- Recollections are less reliable than other documented results.

- Project baselines are not useful in creating WBS.

- The business need of a project is included in a Project Charter.

- When working with team members of different ethnicities, learn
something unique about their cultures at the start of a project.

- Releasing the team is the last thing to do in project closure. You need
your team to do the work of project closure.

- If customer demands changes to specification that can add time to

critical path, consult with sponsor about the options.

- The project manager must manage professional and social

responsibility.

- There may be many business reasons to make major changes, but

from a project management perspective, major additions to the project
are generally discouraged. In this case, the question is trying to imply
that the new work is a self-contained unit of work, has no overlap with
the existing work and needs a different skill set. Therefore, it is
generally best to make it a new project and create a project charter.

- Project managers should be pro-active. Must prevent unnecessary

change.

- The biggest problem is retaining team members until closure of the

project. People start looking for their next project and leave before
administrative closure is complete.

- A Lessons Learned document describes more than just the decisions

made. It should help recall what went right, wrong, progress, etc.

- Configuration management involves making sure that everyone is

working off the same documents.

- The law of diminishing returns has nothing to do with choosing

between projects.

- The opportunity cost is the value of the project that was not selected;
the lost opportunity.

- Straight line depreciation uses the same amount each time period.

- Lowest payback period is best when choosing projects.

- If there is an impact to the critical path, use a contingency reserve and

find out how much later an activity will be.
- A work authorization system is used to co-ordinate when and in what
order the work is performed so that work and people may properly
interface with other work and other people.

- If a project no longer ties in to the company’s objectives, the best thing

to do is extend the schedule.

- The cost of choosing one project over another is called opportunity

cost.

- The internal rate of return is similar to the interest rate you get from
the bank. The higher the rate is, the better the return.

- If you discover that certain project deliverables have been attained

without performing all associated work packages in WBS. Review the
packages and deliverables to determine impact. Recommend changes
to project management plan.

- Making sure all changes have been approved by management, is not

part of project monitoring and controlling processes.

- If a deviation has occurred from the plan, the first thing is always to
evaluate the impact of the change on the project. A good thing to do
next might be to see what the contract states and then meet with the
customer.

- A project phase is concluded when the deliverables are accepted.

- A project is considered closed when the archives are completed.

- The higher the benefit cost ratio, the better.

- If you can’t get a project charter approved for a project that is about to
begin, the best thing to do would be to show the impact. This is the
only choice that prevents future problems - always the best choice.

- Because net present value is the value in today's dollars of different

cash flows, the project with the highest NPV is the best one. The
number of years is included in the NPV calculation.

- What is PV? It is today’s value of future cash flows.

- Control Scope focuses on controlling the scope of project and Perform

Integrated Change Control focuses on determining the impact of a
change of scope on time, cost, quality and resources.
- Sunk costs are expended costs.

- Value analysis involves finding a less costly way to do the same scope
of work.

- A direct cost is directly attributable to an activity.

- Amount of funds available for a company to invest in projects is called

Working Capital.

- Formal acceptance of a project means customer sign-off on the

product being delivered. Until the customer formally accepts the
project's product, you do not have acceptance.

- If you discover better ways to complete a scheduled work package.

Look for how this schedule change will impact the cost to complete the
work package and quality of the product of work package.

- A Project Management Information System is a method to gather,

integrate and disseminate what and how the project is doing.

- If a customer is unhappy with the performance of a project, you need

to find out why the customer is not happy. Then meet with the team
and determine options.

- If you learn that functionality was added to the project, after the fact
and there was no impact on cost and schedule. You need to
understand what change has taken place and then evaluate the impact
and options.

- The payback period is how long it will take the company to recoup their
investment in the project.

- If you discover that a project will take twice the time to complete as
previously mentioned in plan, you must report your assessment to the
sponsor.

- If a stakeholder wants to make changes to the work breakdown

structure, that won’t affect time or cost on the project. The best thing
to do is look for other impacts on the project.

- The project manager is responsible for obtaining upper management

buy-in to provide adequate resources, set realistic schedules and
promote team building.
- If customer requests a change to scope which was not previously
approved, you should follow the change control process.

- If customer wishes to expand the project scope, after performance

measurement baselines have been established. Customer will need to
follow integrated change control process.

- If you make new discoveries in your part of programs project, make

sure to share them with other project managers on the program.

- Develop Project Management Plan and Plan Quality involve preventing

rework, conflict and coordination problems.

- One of the ways to check if a change should be approved is to

determine whether the work falls within the project charter. If not, it
should be rejected, assigned to a more appropriate project or
addressed as a project of its own.

- You create the change management plan before you need it; in the
planning process group.

- If a milestone is completed on time and on budget, the project

manager has some measure of the status of the project. Milestones
are effective measures of progress on a project.

- Getting acceptance of the project management plan would have meant

acceptance of project planning assumptions, project planning decisions
regarding alternatives chosen, communication among stakeholders,
key management reviews, the baseline for progress measurement and
project control.

- Product acceptance criteria are included in the project scope

statement. Not in project charter.

- Pay Back period, is how long will it take to get back your initial
investment from the project. The faster you get your money back, the
faster you can re-invest that money in another endeavour. The shorter
the time the better.

- Only with formal acceptance can the project manager be sure the
project work is really complete.
- "Who creates the project management plan?" The best answer is that
project management plans are created by the project manager but
require input from the team.

- The project charter is issued by the sponsor. The project manager may
have a role in its creation.

- Only a work authorization system helps with integrating work packages

into a whole. A work authorization system helps ensure that work is
done at the right time and in the right sequence.

- Meeting the baseline is one indicator of project success.

- Performance is compared against the project management plan or the

project baselines.

- Changes made by the customer should be paid for by the customer

and not require the use of seller's reserves. It is unlikely that the
requested changes could all be accomplished without impacting cost.
Sometimes the best way to resolve a problem is to sit down with all
parties, discuss the issues, and find a solution that works for everyone.

- The needs of the stakeholders and not just the sponsor must be taken
into account on all projects.

- A single high-level executive can end an entire project if he or she is

not satisfied with the results, even if that person has, by choice, been
only tangentially involved in the project. It is critical to ensure that all
of the final decision makers have been identified early in a project in
order to ensure that their concerns are addressed.

- Project Charter and Project Management Plan should thoroughly be

explained to and be reviewed by the client.

- The project is NOT completed until formal acceptance is received and

any requirements stated for project closure in the contract are met.

- Project Manager loses credibility and performance by using overtime.

This would likely create a cost impact on the project, or impact other
projects or other work.

- If time available to complete a project is less than time needed, and

management will not change the date. The best choice in this situation
is to consider cutting the scope.
- Train on cultural differences in other countries when working with
international teams or clients.

- Kickoff meetings occur during project planning.

- Perform Quality Assurance occurs during project executing.

- A scope verification plan is part of the scope management plan,

created earlier in the project and used during project monitoring and
controlling, not closing. All types of closure must make sure that the
actual product of the project meets the requirements for the product.

- Close Procurements and Close Project both involve product verification.

- If a PM asks to move resources from Project A to B, then a problem has

caused delay beyond PM`s control.

- The project charter is completed prior to the development of the

project management plan.

- Benefit cost analysis is done earlier in the project to help select

between alternatives.

- The company gets large value in finishing. Perhaps they can sell the
finished product to someone else. Completing the project will meet
your company objectives and help you gain the expertise you need if
the client agrees and proprietary client data is not required to
complete the work.

- When implementation is concerned, you need to wait until

management approves the effort.

- A Change Management Plan should include a method for controlling

schedule.

- Distribute Information is the only process that does not have

recommend corrective actions as an output.

- You must report any illegal activities to your manager.

- The project manager is an integrator. The need for integration is one of

the major driving forces for communication in a project.

- If a PM has made change to the project, he should revise the project

management plan and other project documents.
- Performance measurement baselines are developed during project
planning. The others are parts of a preliminary project scope
statement.

- Outputs of the Close Project or Phase process include archives, lessons

learned, and project closure. However, some project resources (people,
computers, telephones) must be used to perform these closing
activities. Once completed, the project can release its resources.

- Remember, project length is incorporated when computing NPV. You

would choose the project that provides the most value, in this case the
project with the highest NPV.

- The Verify Scope process occurs during the monitoring and controlling
process of the project, not at the end. A similar activity during closure
is product verification.

- You and the team need to work through the project planning processes
and then decide what the impact of the cost and schedule
requirements will be on the project. You would not accept the
requirements without proper evaluation.

- It is the project manager's responsibility to manage the project scope

completion within budget and reserves.

- Problem solving begins with defining the causes of the problem. It is

better to evaluate before taking action. You must get complete
requirements before starting work.

- If your estimates are accurate, you are ethically bound to stand by

them. Management's only option to cut cost is to support the project
manager looking for alternatives related to all project constraints.

- Always provide accurate estimate of the actual costs and be able to

support your estimates.

- If you discover a deliverable is late and project will not be completed

early, you must inform the customer and work out a mutually
agreeable solution.

- Rules for when a change should formally be made are discussed or set
up during project planning and must follow any company policies.
These plans would be included or referenced in the project's change
control system.
- A payback period is the amount of time it takes to recoup the
investment in a project.

- With everything going well on the project, the only choice that makes
sense is to review the management plans for the project.

- As you work on a project, you need to constantly re-evaluate the

project objectives and how the project relates to other concurrent
projects. Is your project still in line with corporate objectives? If the
other project will impact yours, you need to be proactive and work on
options now.

- Historical records, they are collected throughout the project, but are
only archived during the Close Project or Phase process.

- You cannot accept a gift from the client, or any gift of the magnitude of
a car.

- BCR of 2.1 means, payback period is 2.1 times the cost.

- The product of the project is completed at the end of the project.

- If you do not know what was planned, there isn`t further information
available to make sound judgement calls.

- Approved defect repair, validated defect repair, rejected change

requests and approved corrective actions are all part of the Perform
Integrated Change Control process.

- When facing problems on a project, describe the problem to

management and sponsor but also provide your plan of action to
resolve the problem.

- Integration is done by the project manager.

- Any software created by a company is owned by that company. You

cannot use software created by another company on your project.

- Project managers have a professional and social responsibility to

ensure that any conflicts of interest do not compromise the legitimate
interests of the customer. If the project manager knows that the
customer will benefit from the information and then he must present it.
- Whenever a large number of changes occur on a project, it is wise to
confirm that the business case, as stated in the project charter, is still
valid.

- If a PM is spending lots of time solving problems that arise, it would be

best for him to identify additional risks and follow the risk management
process.

- The creation of a project control system is done during project

planning. Variances are measured during project monitoring and
controlling.

- It is the sponsor's role to determine objectives. These objectives are

described in the project charter.

- The project management plan is the only choice that meets the
objectives of guiding work in Execution and Monitoring & Controlling.