C722 Project Management Questions
with Accurate Answers
Direct Overhead Costs - ANSWERSCosts from the project that are shared across the
work activities. If workspace, supervision, project administration, equipment, or other
resources are not related to a specific work activity, they are included as overhead and
will be allocated to all work activities.
Integration Management - ANSWERSIncludes processes/activities needed to identify,
define, and coordinate various processes and project management activities.
Scope Management - ANSWERSIncludes the processes that ensure that all the work
required is identified to complete the project successfully.
Time Management - ANSWERSThe processes required to manage the timely
completion of the project.
Cost Management - ANSWERSThe processes involved in planning, estimating,
budgeting, managing, and controlling costs so that the project can be completed within
the approved budget.
Quality Management - ANSWERSProcesses/activities that determine quality policies,
objectives, and responsibilities.
Human Resource Management - ANSWERSThe processes that organize, manage, and
lead the project team.
Communication Management - ANSWERSProcesses to ensure timely and appropriate
planning, creation, distribution, management, control, and monitoring of project
information.
Risk Management - ANSWERSThe processes of conducting risk management
planning, identification, analysis, response planning, and controlling risk on a project.
Procurement Management - ANSWERSThe processes necessary to acquire products,
services, or results needed from outside the project team.
Stakeholder Management - ANSWERSThe processes required to identify all people or
organizations impacted by the project, analyzing stakeholder expectations, and
developing appropriate strategies for effectively engaging stakeholders in project
decisions and execution.
, What happens in the defining stage of the project life cycle? - ANSWERSDetermining
the project's sponsor and the project's manager.
Creating a project charter which is a contract agreed upon by the sponsor and key
stakeholders defining the project and authorizes the resources, roles, responsibilities,
authorities, and scope for the project.
What happens in the planning stage of the project life cycle? - ANSWERSThe project
manager considers and plans the following: technology, business process, staffing,
training, testing, communications, budget constraints, integration of the project with
operations and other projects.
What happens in the executing stage of the project life cycle? - ANSWERSInvolves
overseeing and managing all necessary work and assignments by members of the
project team that are required over the life of the project to successfully complete the
project deliverables in accordance with approved implementation schedule.
What happens in the closing stage of the project life cycle? - ANSWERSOccurs when
the project is completed to the customer's satisfaction. This signifies that the project
deliverables have been successfully launched and the resulting project efforts are
complete. Includes not only the launch, but a review and transfer of lessons learned.
Three types of organizational structures - ANSWERSFunctional (Departmentalized),
Projectized and Matrix
Functional (Departmentalized) Structure - ANSWERSThe oldest and most basic form of
organization. Lines of authority are clear cut and well defined. There is a defined
supervisor-subordinate relationship for each department and sub-department. There is
no question of who reports to whom. This is the prototypical hierarchical structure that
we most often see in organization charts. Nearly every corporate annual report with an
organization chart will use a hierarchical structure to illustrate lines of reporting and
authority.
Projectized Structure - ANSWERSIn the projectized organization, subject matter experts
(SMEs) from different functional areas are assigned to directly report to the project
manager (PM) for a specific project. The SMEs report to the PM for the duration of the
project. At project conclusion, the SMEs report back to their respective functional areas
where they receive work assignments from the functional manager until such time as
they are reassigned to another project.
Matrix Structure - ANSWERSThe principle differentiation between a matrix structure
and either a functional or a projectized structure is that a matrix has less clearly defined
lines of reporting. A SME, for example, will have a functional supervisor but may be
assigned to a particular, specific project. The SME will report to the PM while assigned
to the project, but the functional supervisor still retains administrative authority and
responsibility for the SME.
with Accurate Answers
Direct Overhead Costs - ANSWERSCosts from the project that are shared across the
work activities. If workspace, supervision, project administration, equipment, or other
resources are not related to a specific work activity, they are included as overhead and
will be allocated to all work activities.
Integration Management - ANSWERSIncludes processes/activities needed to identify,
define, and coordinate various processes and project management activities.
Scope Management - ANSWERSIncludes the processes that ensure that all the work
required is identified to complete the project successfully.
Time Management - ANSWERSThe processes required to manage the timely
completion of the project.
Cost Management - ANSWERSThe processes involved in planning, estimating,
budgeting, managing, and controlling costs so that the project can be completed within
the approved budget.
Quality Management - ANSWERSProcesses/activities that determine quality policies,
objectives, and responsibilities.
Human Resource Management - ANSWERSThe processes that organize, manage, and
lead the project team.
Communication Management - ANSWERSProcesses to ensure timely and appropriate
planning, creation, distribution, management, control, and monitoring of project
information.
Risk Management - ANSWERSThe processes of conducting risk management
planning, identification, analysis, response planning, and controlling risk on a project.
Procurement Management - ANSWERSThe processes necessary to acquire products,
services, or results needed from outside the project team.
Stakeholder Management - ANSWERSThe processes required to identify all people or
organizations impacted by the project, analyzing stakeholder expectations, and
developing appropriate strategies for effectively engaging stakeholders in project
decisions and execution.
, What happens in the defining stage of the project life cycle? - ANSWERSDetermining
the project's sponsor and the project's manager.
Creating a project charter which is a contract agreed upon by the sponsor and key
stakeholders defining the project and authorizes the resources, roles, responsibilities,
authorities, and scope for the project.
What happens in the planning stage of the project life cycle? - ANSWERSThe project
manager considers and plans the following: technology, business process, staffing,
training, testing, communications, budget constraints, integration of the project with
operations and other projects.
What happens in the executing stage of the project life cycle? - ANSWERSInvolves
overseeing and managing all necessary work and assignments by members of the
project team that are required over the life of the project to successfully complete the
project deliverables in accordance with approved implementation schedule.
What happens in the closing stage of the project life cycle? - ANSWERSOccurs when
the project is completed to the customer's satisfaction. This signifies that the project
deliverables have been successfully launched and the resulting project efforts are
complete. Includes not only the launch, but a review and transfer of lessons learned.
Three types of organizational structures - ANSWERSFunctional (Departmentalized),
Projectized and Matrix
Functional (Departmentalized) Structure - ANSWERSThe oldest and most basic form of
organization. Lines of authority are clear cut and well defined. There is a defined
supervisor-subordinate relationship for each department and sub-department. There is
no question of who reports to whom. This is the prototypical hierarchical structure that
we most often see in organization charts. Nearly every corporate annual report with an
organization chart will use a hierarchical structure to illustrate lines of reporting and
authority.
Projectized Structure - ANSWERSIn the projectized organization, subject matter experts
(SMEs) from different functional areas are assigned to directly report to the project
manager (PM) for a specific project. The SMEs report to the PM for the duration of the
project. At project conclusion, the SMEs report back to their respective functional areas
where they receive work assignments from the functional manager until such time as
they are reassigned to another project.
Matrix Structure - ANSWERSThe principle differentiation between a matrix structure
and either a functional or a projectized structure is that a matrix has less clearly defined
lines of reporting. A SME, for example, will have a functional supervisor but may be
assigned to a particular, specific project. The SME will report to the PM while assigned
to the project, but the functional supervisor still retains administrative authority and
responsibility for the SME.
