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epH<4~c}lr Basic RPM Mock paper State four characteristics of a project&nbsp;
"<div>•<span style=""font-weight: bold;"">Unique product, </span><span
style=""font-weight: bold;"">service, </span><span style=""font-weight: bold;"">or
result </span><span style=""font-style: italic;"">(location,
design,&nbsp; environment, situation, people</span><span style=""font-style:
italic;""> </span><span style=""font-style: italic;"">involved)</span></div>
<div>•</div>
<div>•<span style=""font-weight: bold;"">Temporary </span><span style=""font-
weight: bold;"">endeavour </span><span style=""font-style: italic;"">(definite
beginning and end;&nbsp; deliverables </span><span style=""font-style:
italic;"">may </span><span style=""font-style: italic;"">exist
</span><span style=""font-style: italic;"">beyond </span><span style=""font-style:
italic;"">the
</span><span style=""font-style: italic;"">end </span><span style=""font-style:
italic;"">of
the</span><span style=""font-style: italic;""> </span><span style=""font-style:
italic;"">project)</span></div>
<div>•</div>
<div>•<span style=""font-weight: bold;"">Projects drive change </span><span
style=""font-style: italic;"">(current
to future</span><span style=""font-style: italic;""> </span><span style=""font-
style: italic;"">state)</span></div>
<div>•</div>
<div>•<span style=""font-weight: bold;"">Project </span><span style=""font-weight:
bold;"">enable </span><span style=""font-weight: bold;"">business </span><span
style=""font-weight: bold;"">value </span><span style=""font-weight:
bold;"">creation </span><span style=""font-style: italic;"">(tangible
or&nbsp; intangible)</span></div>"
vWci59o.Lj Basic RPM Mock paper List three contrains of a project and provide
an example for each constraint&nbsp; "<span style=""font-weight:
bold;"">Scope</span> is what the project is trying to
achieve. It entails all the work involved in delivering the project outcomes
and the processes used to produce them. It is the reason and the purpose of the
project<br><div><span style=""font-weight: bold;""><br></span></div><div><span
style=""font-weight: bold;""><br></span></div><div><span style=""font-weight:
bold;"">Cost</span> is the budget approved for the
project including all necessary expenses needed to deliver the project. Within
organizations, project managers have to balance between not running out of
money and not under-spending because many projects receive funds or grants that
have contract clauses with a “use it or lose it” approach to project funds. </div>
<div>For almost all projects, cost is
ultimately a limiting constraint; few projects can go over budget without
eventually requiring a corrective action.</div><div><br></div><div><div>■<span
style=""font-weight: bold;"">Time</span>&nbsp;is defined as the time to
complete the project. Time is often the most frequent project oversight in
developing projects. This is reflected in missed deadlines and incomplete
deliverables. </div>
<div>■Proper control of the schedule requires
the careful identification of tasks to be performed and accurate estimations of
their durations, the sequence in which they are going to be done, and how
people and other resources are to be allocated. </div>
<div>■Any schedule should take into account of
vacations and holidays</div></div>"
"vE99#8eD4Y" Basic RPM Mock paper Determine three stakeholders of a
competition Media&nbsp;<br>Spectators<br>competitors&nbsp;
vbT/+`u[$W Basic RPM Mock paper Identify three considerations of a stakeholders
management plan "<div>The processes help project teams:
</div>
<div>■analyze stakeholder expectations</div>
<div>■assess their impact on the project</div>
<div>■develop strategies to engage them
effectively in decisions and project planning</div>"
"sP#qYeCn0w" Basic RPM Mock paper Provide four stakeholders relationship
building tips&nbsp; "<div>■Understand their expectations</div>
<div>–Nail
down stakeholders’ specific expectations. </div>
<div>–Ask
for clarification when needed to be sure they are completely
understood.</div><div><br></div><div><div>■Define “success”</div>
<div>–Every
stakeholder may have a different idea of what project success looks like.
Discovering this at the end of the project is a formula for failure. Gather
definitions up front and include them in the objectives to help ensure that all
stakeholders will be supportive of the final
outcomes.</div></div><div><br></div><div><div>■Keep stakeholders involved</div>
<div>–Don’t
just report to stakeholders. Ask for their input. Get to know them better by
scheduling time for coffee, lunch, or quick meetings. </div>
<div>–Measure
each stakeholder’s capacity to participate and honor time
constraints.</div></div><div><br></div><div><div>■Keep stakeholders informed</div>
<div>–Send
regular status updates. Daily may be too much; monthly is not enough. One
update per week is usually about right. </div>
<div>–Hold
project meetings as required, but don’t let too much time pass between
meetings. </div>
<div>–Be
sure to answer stakeholders’ questions and emails promptly. Regular
communication is always appreciated – and may even soften the blow when you
have bad news to share.</div></div>"
jt?a+8*w%~ Basic RPM Mock paper Work Breakdown Structure (WBS), determine four
activities and subtask "<b>Four activities</b><br><br><div>Listing all the project
outputs
(deliverables and other direct results)</div>
<div>Identifying all the activities
required to deliver the outputs</div>
<div>Subdividing these activities into
sub-activities and tasks</div>
<div>Identifying the deliverable and milestone(s) of
each task</div><br>"
wX@G;VMf}3 Basic RPM Mock paper Four Budget planning estimation methods
"<div>Analogous Estimate</div>
<div>Parametric Estimate</div>
<div>Bottom-Up Estimating</div>
<div>Activity-Based Estimates</div>"
I(cozqp6gC Basic RPM Mock paper "<div>Four risk mitigation strategies and
provide an
example for each strategy for lifestyle and recreation event.</div>"
"<div><b>Risk avoidance</b></div><div><br></div><div>choose a vendor with a
proven track record
over a new vendor that is providing significant price incentives to avoid the
risk of working with a new vendor<br></div><div><br></div><div><br></div><b>
</b><div><b>Risk
sharing</b></div><div><br></div><div>Appoint vendors to run certain part of
the programme.&nbsp;<br></div><div><br></div>
<div><b>Risk
reduction</b></div><div><br></div><div>key executives to ride on the different
airplane for the same travel.&nbsp;<br></div><div><br></div>
<div><b>Risk
transfer</b></div><div><br></div><div>Purchasing an insurance policy for
property damage or theft<br></div><div><br></div><div><br></div>"
N1A7d!^APi Basic RPM Mock paper "<div>1.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
Budget $100,000</div>
<div>50% planned work done</div>
<div>Actual work done: $40000</div>
<div>Calculate
the ‘Earned Value’ of the work done. Show the working for your calculation.</div>
<div>Calculate
the ‘Cost Variance’. Show the working for your calculation.</div>
<div>Evaluate
the ‘Cost Variance’ to determine if it is over or under budget.</div>
<div>Calculate
the ‘Schedule Variance’. Show the working for your calculation.</div>
<div>Evaluate
the event’s ‘Schedule Variance’ to determine if the work is on or behind
schedule.</div>" "<img src=""paste-1e91ee2cd1db1bf381ee310b1de6723d8ffed64b.jpg""
width=""667"">"
M];nR^nfBP Basic RPM Mock paper List the six steps of project closure and
provide an example for each step "<div><b>1. Formally transfer
all deliverables</b></div>
<div>The first step to closing out
your&nbsp; project is to finalize and transfer
the&nbsp; project deliverables to the client.
Go through
your
project plan to identify&nbsp; all
deliverables and make sure they have been fully completed and&nbsp; handed
off.</div>
<div><b>Venue cleared and
signed</b></div><div><br></div><div><br></div><div><div><b>2. Confirm project
completion</b></div>
<div>Confirm the project is complete.
It’s&nbsp; not enough to declare a project
done&nbsp; yourself. Each stakeholder
involved&nbsp; needs to agree on the project’s&nbsp; completion before you can
formally&nbsp; close it out and move on.</div>
<div></div>
<div><b>Venue Handover</b></div></div><div><br></div><div><br></div><div><div><b>3.
Review all contracts and documentation</b></div>
<div>Once you have completed the project
hand-off
and received approvals from the clients, you can begin closing
out&nbsp; your contracts.</div>
<div>Review all the project
documentation&nbsp; to ensure all parties have
been paid for
the
work and there are no&nbsp; outstanding
invoices.</div>
<div><b>Client completion contract
signed</b></div></div><div><br></div><div><div>Contents of the Event (performance,
exhibition or function etc)</div>
<div>Proper Care for the General
Property</div>
<div>Payment Terms</div>
<div>Booking and Cancellation of
Venue(s)</div>
<div>Food &amp; Beverage Catering
(appointed caterer only)</div>
<div>Manpower Charges</div>
<div>Security Deposit</div>
<div>Disposal of Bulky Materials /
Waste</div></div><div><br></div><div><br></div><div><div><b>4. Release
resources</b></div>
<div>Formally release resources from the
project,
including suppliers, contractors, team members, and
any&nbsp; other partners. Notify them of the
end&nbsp; of the project, confirm any final
payments
or obligations, and officially release them so they are free to work
on
other projects.</div>
<div></div>
<div>Supplier paid off</div></div><div><br></div><div><div><b>5. Conduct a post-
mortem</b></div>
<div>A post-mortem or project review is one
of
the most valuable steps of the project closure process. This is a
time&nbsp; to review the successes, failures,
and&nbsp; challenges of the project and
identify&nbsp; opportunities for improvement
going forward.</div>
<div>As you begin your post-mortem, conduct
a
performance review of the project. In other words, calculate the project’s
performance
in terms of cost,
schedule, and quality.</div></div><div><br></div><div><div><b>6. Archive
documentation</b></div>
<div>Once you’ve completed your project post-mortem,
you can finalize all documentation (contracts,
project&nbsp; plans, scope outline, costs,
schedule,
etc.)
and index them in the company&nbsp; archives
for later reference.</div></div><div><br></div>"