L5 Project Scope Management
School of Information TechnologyBachelor of Information TechnologyProject Management: CIT3114Lecture 5: 8/10/2012Topic: Project Scope Management1.To understand the elements that make good project scope management important.2.To describe the strategic planning process, apply different project selection methods,such as a net present value analysis, a weighted scoring model, and a balanced scorecard, and understand the importance of creating a project charter.3.To explain the scope planning process and contents of a scope statement.4.To discuss the scope definition process and construct a work breakdown structure usingthe analogy, top-down, bottom-up, and mind mapping approaches.5.To understand the importance of scope verification and scope change control to avoidscope creep on information technology projects.6.To describe how software can assist in project scope management.5.1 Definition•Scope refers to all the work involved in creating the products of the project and the processes used to create them. It defines what is or is not to be done.•Deliverables are products produced as part of a project, such as hardware or software, planning documents, or meeting minutes.•The project team and stakeholders must have the same understanding of what products will be produced as a result of a project and how these will be produced.•Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the projectsuccessfully. Managing the project scope is primarily concerned with defining andcontrolling what is and is not included in the project.5.2 Project Scope Management Process•Initiation: beginning a project or continuing to the next phase•Scope planning: developing documents to provide the basis for future project decisions•Scope definition: subdividing the major project deliverables into smaller, more manageable components•Scope verification: formalizing acceptance of the project scope•Scope change control: controlling changes to project scope5.2.1 Initiation▪The first step in initiating projects is to look at the big picture or strategic plan of an organization▪Strategic planning involves determining long-term business objectives▪IT projects should support strategic and financial business objectivesMethods of selecting projects:•focusing on broad needs•categorizing projects•performing financial analyses•using a weighted scoring model•implementing a balanced scorecardFinancial analysis of projects•Financial considerations are often important considerations inselecting projects•Three primary methods for determining the projected financialvalue of projects:•Net present value (NPV) analysis•Return on investment (ROI)•Payback analysis5.2.2Scope planningA scope statement is a document used to develop and confirm a commonunderstanding of the project scope. It should include• a project justification• a brief description of the project’s products• a summary of all project deliverables• a statement of what determines project success5.2.3Scope statement• A scope statement is a document used to develop and confirm a common understanding of the project scope. It should include:• a project justification• a brief description of the project’s products• a summary of all project deliverables• a statement of what determines project success5.2.4Scope verification•formal acceptance of the completed project scope by the stakeholder•acceptance achieved by a customer inspection and then sign-off on key deliverables5.2.5 Scope change control•involves controlling changes to the project scope•goal is to influence the factors that cause scope changes5.3 Suggestions for improving user input•Develop a good project selection process and insist that sponsors are from the user organization•Have users on the project team in important roles•Have regular meetings•Deliver something to users and sponsors on a regular basis•Co-locate users with developers5.4 Automation in project scope management•Word-processing software helps create several scope-related documents•Spreadsheets help to perform financial calculations, create weighted scoring models, and develop charts and graphs•Communication software like e-mail and the Web help clarify and communicate scope information•Project management software helps in creating a WBS, the basis for tasks on a Gantt chart•Specialized software is available for applying the balanced scorecard, creating mind maps, managing requirements, and so on5.5 Work Breakdown Structure (WBS)a)WBS is a product-oriented family tree subdivision of the hardware, services, anddata required to produce the end product.b)WBS is structured in accordance with the way the work will be performed andreflects the way in which project costs and data will be summarized andeventually reported.5.5.1 Frameworka)The total program can be described as a summation of subdivided elements.b)Planning can be performed.c)Costs and budgets can be established.d)Time, costs, and performance can be tracked.e)Objectives can be linked to company resources in a logical manner.f)Schedules and status-reporting procedures can be established.g)Network construction and control planning can be initiated.h)The responsibility assignments for each element can be established.5.5.2 The WBS acts as vehicle for breaking the work down into smaller elements, thusproviding a greater probability that every major and minor activity will be accounted for. The most common six-level indented structure:Level DescriptionManagerial 1 Total programlevels 2 Project3 TaskTechnical 4 Subtasklevels 5 Work package6 Level of effortLevel 1: authorization and release of all workLevel 2: budgets are preparedLevel 3: schedules are preparedLevel 4: delegation of tasksLevel 5: identify work packages (identify discreet tasks that havedefinable end results)Level 6: validates work methods and accountability。
系统集成项目管理工程师要点项目范围管理
系统集成项目管理工程师要点项目范围管理项目范围管理(Project Scope Management)是项目管理中的一个重要过程，通过对项目的范围的规划、定义、控制和验证来确保项目的交付符合客户的需求和期望。
作为一个系统集成项目管理工程师，以下是一些项目范围管理的要点。
1. 项目范围规划(Project Scope Planning)项目范围规划是在项目开始之前进行的，它涉及到确定项目的范围、制定项目计划和目标，并明确项目的交付物和工作范围。
作为一个项目管理工程师，你需要与项目团队、客户和利益相关者一起进行讨论和协商，明确项目的目标和期望。
2. 项目范围定义(Project Scope Definition)项目范围定义是对项目工作的具体描述和详细解释，包括项目的可交付成果、工作要求和所涉及的活动。
在这个过程中，你需要收集和整理项目需求，明确项目范围的边界和限制，并编制项目范围声明书。
3. 项目范围控制(Project Scope Control)项目范围控制是确保项目范围不发生无控制的变更和演化的过程。
在这个过程中，你需要对项目的范围进行评估和审查，并采取必要的措施来管理和控制范围变更。
你需要与项目团队和利益相关者一起进行讨论和决策，并更新项目范围文档和计划。
4. 项目范围验证(Project Scope Verification)项目范围验证是确保项目交付物符合客户需求和期望的过程。
在项目完成之前，你需要与客户和利益相关者一起进行项目范围的验证和确认。
你可以通过组织会议、做演示、提供样品等方式来验证项目的交付物，并与客户和利益相关者一起对交付物进行确认。
5.使用适当的工具和技术在项目范围管理中，你可以使用各种工具和技术来支持你的工作。
例如，你可以使用需求跟踪矩阵来追踪和管理需求，使用WBS(工作分解结构)来将项目工作分解成可管理的任务，使用决策矩阵来进行范围决策，使用变更控制系统来管理和控制范围变更等。
PMP_05 Scope Management
5.Scope ManagementScope Management-the process of defining what work is required-make sure all of that work and ONLY that work is done (O.W. Gold Plating)-generally an easy topicProduct Scope vs Project ScopeProduct Scope: measure against product requirementProject Scope: measure against project planScope Management Plan-how scope will be planned, executed and controlled-it is created in Integration Management as a Subsidiary Plan of PM PlanCollect Requirement-Requirement: what stakeholder need from project/product-work should not be included just because someone want it-the high level requirement should already been defined in Project Charter, collect requirement involve gathering more specific I/P from all stakeholderGroup Creativity Technique-Brainstorming-Norminal Group Technique-Delphi Technique-Idea/Mind MapRequirement Documentation-Balancing stakeholder requirement-prioritize requirementDefine Scope-develop a detailed description of the projectProject Scope Statement-define project boundary-describe project deliverable and work required to create those deliverable-clearly define the project success criteriaManagement by Objective (MBO)- a management philosophy that says that organization should be managed by objective -MBO work best when it is supported by top managementCreate Work Breakdown Structure (WBS)-subdivide project deliverable into smaller, manageable component (work package)-Noted that NOT activity level <= Time Management-if it is not in WBS, it’s NOT part of the project-WBS does not show dependencyControl Account-management control pointWBS Dictionary-Description about WBS-can prevent scope creepScope Baseline= Project Scope Statement + WBS + WBS Dict.=> is a component of PM PlanVerify Scope-the process of frequent planned – in meeting with customer to gain formal acceptance of deliverable-verify scope is related to QC, diff. is that QC concern with correctness of deliverable, verify scope concern with acceptance of deliverable-QC usually done first, but can be in parallelControl Scope-measure scope performance and controlling change-ensure all change request, corrective action process through ICC-uncontrolled change => project scope creepGold - Plating-spending extra and unnecessary effort to make product perfect-it should be preventedITTOCollect RequirementDefine Scope (APEF)Create WBSVerify ScopeControl Scope1. Project Charter2. Stakeholder Register1. Interview2. Focus Group3. Facilitated Workshop4. Group Creativity Technique5. Group Decision Making Technique6. Questionnaire & Survey7. Observation8. Prototype1. Req. Doc2. Req. Mgt Plan3. Req. Traceability Matrix1. Project Charter2. Req. Doc1. Alternative Identification2. Product Analysis3. Expert Judgment4. Facilitated Workshop1. Project Scope Statement2. Project Doc. Update1. Project Scope Statement2. Req. DocDecomposition1. WBS2. WBS Dictionary3. Scope Baseline4. Project Doc. Update1. PM Plan2. Req. Doc3. Req. Traceability Matrix4. Validated DeliverableInspection1. Accepted Deliverable2. Change Request3. Project Doc. Update1. PM Plan2. Req. Doc3. Work Performance Info.4. Req. Traceability MatrixVariance Analysis1. Work Performance Measurement2. OPA Update3. Change Request4. PM Plan Update5. Project Doc. Update。
第5讲 项目范围管理
工作分解结构模板更像是一个现成的工具，同时又可以 作为分解技术的结果或一个组成部分。
二者是相辅相成的，一个强调的是结果的使用，一个强 调的是具体的过程，但又可以融为一体来谈。
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WBS编码设计
某软件项目的WBS编码设计
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(5) 工作结构分解应把握的原则
在各层次上保持项目的完整性，避免遗漏必要的组成部分； 一个单位工作任务只能在WBS中出现一次 一个工作单元只能从属于某个上层单元，避免交叉从属； 一个WBS项的工作内容是其下一级各项工作之和
D. 滚动波式计划
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工作分解结构模板和分解的关系
WBS强调结构性和层次性，即按照相关系统规则将一个 项目分解开来，得到不同层次的项目单元，然后对项目 单元再作进一步的分解，得到各个层次的活动单元，清 晰反应项目实施所涉及的具体工作内容，并对应相应的 技术实施计划、项目计划和组织资源的安排等，最终形 成WBS图，项目干系人可以通过它看到整个项目的工作 结构以及每一个主要的组成部分。
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产品范围描述。逐步细化在项目章程和需求文件中 所述的产品、服务或成果的特征。 产品验收标准。定义已完成的产品、服务或成果的 验收过程和标准。 项目可交付成果。可交付成果既包括组成项目产品 或服务的各种结果，也包括各种辅助成果，如项目 管理报告和文件。对可交付成果的描述可详可简。 项目的除外责任。通常需要识别出什么是被排除在 项目之外的。明确说明哪些内容不属于项目范围， 有助于管理干系人的期望。 15
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范围管理计划的内容：
根据初步的项目范围说明书编制一个详细的范围
说明书的方法
从详细的范围说明书创建WBS的方法
项目管理Project management课件Chapter 5 Slides_Scope Management
3. Construct a Work Breakdown Structure for a project.
4. Develop a Responsibility Assignment Matrix for a project.
products or services.
将总任务进行一级级分解成子任务，越往下越精细
Copyright ©2016 Pearson Education, Ltd.
5-10
WORK BREAKDOWN STRUCTURE PURPOSE 分解目的
WBS serves six main purposes:
(FIGURE 5.10)
责任矩阵：明确各领导人对各项工作任务的责任程度
项目领导人
负责任程度
Copyright ©2016 Pearson Education, Ltd.
SCOPE MANAGEMENT
Chapter 5
Copyright ©2016 Pearson Education, Ltd.
CHAPTER 5 LEARNING OBJECTIVES
After completing this chapter, you should be able to:
1. Understand the importance of scope management for project success.
Copyright ©2016 Pearson Education, Ltd.
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ORGANIZATIONAL BREAKDOWN STRUCTURE
第5讲 项目范围管理
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编制范围管理计划
项
目
范围定义
范
围
创建WBS
管
理
范围确认
范围控制
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项目章程与项目范围说明书内容比较
虽然项目章程和项目范围说明书的内容在一定 程度上存在重叠，但它们的详细程度完全不同。 项目章程包括高层级的信息，而项目范围书说 明则是对项目范围的详细描述，并需要在项目 过程中渐进明细。
项目范围管理 Project Scope Management
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学习指导
重要性：极为重要 重点：理解范围管理在项目管理中的重
要性；理解范围管理5个过程；掌握众多 知识点 选择题和案例分析题目都多，考查的知 识点很细
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项目范围管理
➢ 项目范围管理包括了用以保证项目包含且 只包含所有需要完成的工作，以顺利完成 项目所需要的所有过程。
产品核实考察应该做的所有工作是否都已经正确 完成。
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需要； （11）包括分包出去的工作。 （12）滚动式规划。即要在未来远期才完成的
可交付成果或组件，当前可能无法分解，这时 需要等待对该可交付成果或组件的一致意见， 以便确定WBS中的相应细节。
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（2）WBS编码设计
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ห้องสมุดไป่ตู้
控制账户是一个管理控制点。在该控制点 上，把范围、预算、实际成本和进度加以整合， 并与挣值相比较，以测量绩效。控制账户设置 在WBS 中选定的管理节点上。每个控制账户可 能包括一个或多个工作包，但是一个工作包只 能属于一个控制账户。一个控制账户可以包含 一个或多个规划包。规划包也是WBS 的组件， 位于控制账户之下，工作内容已知，但详细的 进度活动未知。
IT项目管理范围管理(第五章)
Chapter 5: Project Scope Management
Chapter 5: Project Scope Management
What is Project Scope Management? Planning Scope Management Collecting Requirements Defining Scope Creating the Work Breakdown Structure (WBS) Verifying Scope Controlling Scope Using Software to Assist in Project Scope Management
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Project scope management summary
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Chapter 5: Project Scope Management
What is Project Scope Management? Planning Scope Management Collecting Requirements Defining Scope Creating the Work Breakdown Structure (WBS) Verifying Scope Controlling Scope Using Software to Assist in Project Scope Management
gh 项目范围管理.ppt
WBS要遵循的基本原则（1）
一个单位工作任务只能出现在WBS的一个地方。
一个WBS项的工作内容是其下一级各项工作之和。
下级各项工作之和对于上一级工作的完成是充分 必要的。
每一个单位工作任务都被清楚、完全地定义并作 了时间和预算安排。
WBS中的每一项工作都只由一个人负责，即使这 项工作由多人来做。
范围变更控制原因
项目外部环境变化 在项目范围计划和定义是出现了错误和遗漏 项目团队提出了新技术、手段或方案 项目实施组织发生了变化 客户对项目或项目产品提出的要求发生变化
范围变更控制系统
范围变更控制系统定义项目范围变更的有关程序， 它包括文档工作、跟踪系统及对于授权变更所需 要的批准层次等。
这个过程用于确保项目组和项目干系人对作为项目结 果的项目产品以及生产这些产品所用到的过程，有 一个共同的理解。
理解项目范围的作用
1. 保证了项目的可管理性。 2. 提高费用、时间和资源估算的准确性。 3. 确定进度测量和控制的基准 4. 有助于清楚的分派责任。 5. 可作为评价项目成败的依据。
项目范围管理过程
范围界定工具 ——工作分解结构WBS
WBS:是由项目各部分构成的面向成果的“树”， ห้องสมุดไป่ตู้组织和定义了整个项目的范围；
WBS结果：是制定其他项目计划的基础
创建方法：WBS模板法、
分解法（自下而上法和自上而下法）。
WBS是什么? (cont)
大型/复杂事物的分解方法
整体
部分
•部分可连续分解，直至每一部分可以管理。
It is primarily concerned with defining and controlling what is or is not included in the project.
工程项目管理第四章
结果——正式验收。
验收文件是当事人或投资者已经认可了这个项目产品 或某个阶段的文件，他们必须为完成这项工作准备条 件，做出努力。象这种验收可能是有条件的，尤其是 在一个阶段末的时候。
（4） 项目范围变更控制(Project Scope Change Control)过程
是指当项目范围发生变化时,对其采取纠 正措施的过程以及为使项目朝者目标方向发 展而对某些因素进行调整所引起的项目范围 变化的过程.
1、工作分解结构在范围管理中的核心作用
网络计划 质量计划 横道图
责任体系
工作结构分解
劳动力及 资源计划
计划及任务书
成本控制
2、 项目工作分解结构（WBS）之外的 其它范围管理工作
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基础设施0n1 准 备
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初步项目范围说 明书 项目管理计划
项目章程 成果分析 项目说明书 项目方案识别 项目经理选派 专家判断法 项目制约因素的确 定 项目假设条件的确 定
项目范围计划的结果？
初步项目范围说明书 项目管理计划书
（2）项目范围定义（project scope definition） 什么是项目范围定义？
某市国际会展中心首期工程
室外工程 11700
辅楼 12000
主楼 11000
Tips for Effective Project Scope Management
Tips for Effective Project ScopeManagement项目范围管理的有效技巧在项目管理中，范围管理是确保项目能够按时、按预算、按要求完成的关键因素之一。
范围管理涉及到定义项目的目标和可交付成果，确定项目的边界和限制，并确保项目团队在整个项目周期内能够控制和管理范围的变化。
本文将介绍一些有效的项目范围管理技巧，帮助项目经理和团队实现项目目标。
1. 明确项目目标和可交付成果在项目启动阶段，项目经理和团队应该与相关利益相关者明确项目的目标和可交付成果。
这意味着要确保每个人对项目的期望和目标有清晰的理解。
通过与利益相关者沟通和协商，确定项目的范围，并将其记录在项目范围说明书中。
这样可以为项目提供一个明确的基础，避免后续范围变更和冲突。
2. 制定详细的工作分解结构（WBS）工作分解结构是将项目范围分解为可管理的任务和活动的一种方法。
通过将项目分解为更小的组成部分，可以更好地理解项目的复杂性，并更容易进行资源分配和进度控制。
制定详细的WBS可以帮助项目团队更好地规划和执行项目，确保项目按时、按预算完成。
3. 有效地进行需求管理需求管理是项目范围管理的重要组成部分。
项目团队应该与利益相关者合作，确保所有需求都被明确记录，并对其进行优先级排序。
通过建立一个有效的需求管理过程，可以帮助项目团队更好地理解和满足利益相关者的期望，减少范围变更和冲突的可能性。
4. 管理范围变更在项目执行过程中，范围变更是不可避免的。
项目经理和团队应该建立一个范围变更管理过程，以确保每个变更都经过评估、批准和控制。
范围变更管理可以帮助项目团队更好地控制范围的变化，避免项目范围的蔓延和项目目标的偏离。
5. 使用适当的工具和技术在项目范围管理中，使用适当的工具和技术可以提高工作效率和质量。
例如，项目团队可以使用工作分解结构软件来创建和管理WBS，使用需求管理工具来跟踪和管理需求，使用项目管理软件来跟踪和控制项目进度和资源。
Project Scope Management
Project Scope Management1.1 it is widely accepted that the work breakdown structure should be decomposed into smaller and smaller tasks until the average work package:(a)Is no more than 80 hours of duration(b)Is no more than 80 labour hours of effort(c)Can be accomplished by one person in one week(d)Is at a level of detail that suits the project manager ®1.2 Which is not an important function of the kick-off meeting?(a)Identify project goals(b)Introduce the players(c)Get team-buy-in(d)Present the project plan1.3 Which of the following criteria should not be used to create the major WBS divisions?(a)Geographical dispersion of the eventual project product(b)Organizational structure of the performing organization(c)Physical deliverable(d)By phase1.4 Which of the following criteria describe a well-defined WBS control account or work package?(a)Assignable; Interdependent; Achievable; Integratable(b)Assignable; Interdependent; Achievable; Measurable; Integratable(c)Assignable; Interdependent; Achievable; Measurable;(d)Assignable; Interdependent; Measurable; Integratable1.5 Documented work authorizations provide:(a) A means for effective internal coordination of the project’s activities(b)An audit trail of all work authorized from project initiation to completion(c) A means for communication of work activity between the project manager and the performingorganizational unit(d)All of the above1.6 A general description of a project’s purpose, together with a statement of management authorization, is called:(a)CSOW(b)WBS(c)Scope Statement(d)Project Charter1.7 A configuration management system may include the following major component:(a)Estimate at completion(b)Change Control Board(c)BCWP(d)Benefit-cost ratio1.8 The use of progress reports:(a)Are not necessary of on small projects(b)Provides a means whereby various levels of authority can judge project performance(c)Provides insight into project problem areas and the effectiveness of the control systems(d) b and c1.9 A Project Charter is a document that is effectively a contract or agreement about the project between two primary people. They are:(a)Functional manager and work package leader(b)Functional manager and project manager(c)Project manager and project sponsor(d)Project sponsor and customer1.10 The project’s existence is formally recognized, possibly for the first time, in the project’s__________.(a)Feasibility Study(b)Charter(c)Scope Statement(d)Project Management Plan1.11 The work breakdown structure is a deliverable-oriented grouping of project elements (products or services) which defines, or provides a structure foe defining the:(a)Project staffing, skill requirements, scope definition(b)Scope work packages, control (cost) accounts, detailed schedules(c)Project change control, risk identification, labour rates(d)Project charter, project plan1.12 The scope statement provides:(a) A basis for future decisions about the project(b) A baseline to accomplish verification measures(c) A baseline to assist in evaluation potential scope changes(d)All of the above1.13 The work breakdown structure comprise several levels of decomposition of the total project. The lowest level of deliverable is often referred to as the__________.(a)Control (cost) account(b)Planning element(c)Working interface(d)Work package1.14 Project stakeholders may include:ers such as the eventual operator of the project result2.those with a financial stake3.partners, such as in joint venture projects4.possible suppliers or contractors5.members of the project team and their unions6.interested groups in society(a)All(b)Only 2(c)1,2,3,4,5(d)1,2, and 31.15 Project management was born out of the need for a more efficient and effective means to accomplish goals for work of a defined time duration. Which of the following is not a criterion for using a project management approach to perform work?(a)Ad hoc undertaking concerned with a single definable end product(b)Undertaking which is routine and frequently performed by the present organization(c)Undertaking which is of greater complexity of scope than normal(d)Undertaking requiring quick response to change and value of time1.16 From a top management perspective, the progress of the project is measured in completion of blocks of work over time. The project manager plans for reporting progress, using the __________ as the basis of structuring the budget, schedule, resource allocation, and providing scope definition.(a)Project management plan(b)PERT or CPM(c)Project charter(d)Work breakdown structure1.17 During the planning and implementation phases, there is often a need to conduct trade-offs between project objectives. We usually think of these trade-offs as being made between________.(a)Risk, cost, and schedule(b)Technologies, design, engineering(c)Cost, schedule, and quality(d)Conceptual, planning, and execution phases1.18 When would a Project Charter be issued?(a)Feasibility phase(b)Beginning of planning phase(c)At project termination(d)When the project is authorized to proceed1.19 The document or system authorizing you to start a package of work and therefore to charge resources against it is the:(a)Work authorization(b)Project charter(c)Project plan(d)Responsibility assignment matrix1.20 When considering the ―scope‖ of a project:(a)―Product scope‖ accomplishment is measured against the plan(b)―Project scope‖ accomplishment is measured against the requirements(c)―Project scope‖ accomplishment is measured against the plan(d)None of the above1.21 In the accompanying WBS fragment, what would be the proper WBS numbering if AA= 20000?(a)BB=20001, EE=20002, FF=20003, CC=20010, DD=20020(b)BB=21000, EE=21100, FF=21110, CC=22000, DD=23000(c)BB=21001, EE=22001, FF=22003, CC=21010, DD=21020(d)BB=20000, EE=21000, FF=25000, CC=20000, DD=230001.22 In the PMBOK® Guide, Work Breakdown Structure is an_________ of the _________ process of Project Scope Management.(a)Output, Initiation(b)Input, Scope Planning(c)Output, Scope Definition(d)Output, Scope Planning1.23 Which of the following is not an example of a source of scope change?(a)Variation in government regulations(b)Failure to include a required feature in the design of a system(c)Because of increasing Estimate at Completion, a need to develop a ―definitive‖ Estimate toComplete(d)Introducing technology that was not available when scope was originally defined1.24 Configuration Management is:(a)Used to ensure that the description of the project product is correct and complete(b)The product-oriented creation of the WBS(c)The setoff procedures developed to ensure that project design criteria are met(d) A mechanism to track budget and schedule variances1.25 Inputs to the initiation of a project include all of the following except:(a)Product description(b)Strategic plan(c)Project charter(d)Selection criteriaProject Time Management2.1 As the number of different critical paths through a scheduling network increases, the estimated project duration as calculated by traditional methods, becomes:(a)Less precise(b)More reliable(c)Less achievable(d)Easier2.2 Which is more popular-PDM (precedence diagrams) or ADM (arrow diagrams) – and why?(a)ADM because it can be time-scaled(b)PDM because it allows more complex relationships(c)PDM because it is more intuitive(d)ADM because that is what most software packages use2.3 What does it mean (or what should you do) if the Total Float is negative?(a)Project completion is forecast to be late(b)It must be an error in the calculations(c)The duration is in the tail of the probability distribution(d)You should try to resolve using resource leveling2.4 Resource leveling will often affect the project by making it:(a)Shorter(b)Longer(c)More responsive to customer needs(d)More risky2.5 ―Crashing‖.(a)Means the same as ―fast-tracking‖(b)Is caused by hardware or software problems(c)Can lead to resource over allocation(d)Is a feature of scheduling software2.6 In the PMBOK® Guide, ―project network diagram‖ is an output from:(a)Activity definition(b)Activity sequencing(c)Activity duration estimating(d)Schedule development2.7 Computing the duration of the network after all logic is completed and all time estimates are included, requires a forward and a backward ―pass‖ resulting in:(a) A sort of all activities into a forward group and a backward group(b)New logic for the schedule if it exceeded the desired time duration(c)Identification of: slack on each activity, and the critical path(d)Separating the critical path from the non-critical path activities in the network2.8 The critical path can be defined as the longest track through a network. The computation of the network will determine that there are_________ critical path(s).(a)Only one(b)One or more(c)Always more that one(d)Always more than two2.9 A subcontractor informs the PM that there is a slippage in its work schedule by at least 2weeks. This work is thought to be on the critical path of the project. The PM should:(a)Review the contract to determine the subcontractor’s obligation to meet the current schedule(b)Review the subcontractor’s schedule to determine whether there is an actual two-week delay(c)Review the project master schedule to determine if there indeed will be a 2-week impact onthe project(d)All of the above2.10 The project schedule is a dynamic document maintained in computer system, that starts with the baseline plan. While the schedule is updated to reflect changes I scope, or reflect actual data, the baseline schedule:(a)Becomes the current schedule(b)Is maintained as the original baseline for post-project evaluations(c)Is deleted as being unusable and not needed to manage the scope(d)Is amended to remove any errors, but maintained for post-project evaluations2.11 Schedule control starts with collecting progress information as of the data date, and continues with:(a)Producing a bar chart schedule showing target schedule bars, actual start and finish dates, andforecast start and finish dates(b)The above, plus an earned value analysis to date(c)All of the above, plus estimates of EAC and SPI(d)Schedule updates, corrective action, lessons learned2.12 PDM differs from ADM in that PDM uses:(a)Nodes/boxes to represent slack time(b)Dummy activities to constrain events(c)Arrows to represent work(d)Nodes/boxes to represent work2.13 Most CPM software packages allow four different dependency relationships, including:(a)Mandatory(b)Finish-to-Finish(c)Partial-to- Partial (Percentage-to-Percentage)(d)Resource-leveled2.14 In a precedence diagram, the placement of the connecting lines to other activities is significant because the lines indicate:(a)One of the relationships of logic(b) A dashed connectivity for dummy activities(c)The required delay between the finish of one activity and the start of another(d)Resources needed to complete the next activity2.15 There is a belief that all task durations can be altered by increasing or reducing the work force. Following this belief, one could compress the schedule to one-half by doubling the work force. The fallacy with this procedure is:(a)The skills may not be available to double the work force(b)The process may not facilitate the additional personnel (such as a sequential assemblyoperation)(c)The compression of work into fewer hours by more people may be inefficient(d)All of the aboveThe next for questions are based on the accompanying precedence diagram.2.16 The critical path is:(a)ABHK(b)ACEJK(c)ADGK(d)None of the above2.17 For activity J, the early start is the beginning of day number__________:(a) 6(b)7(c)8(d)Cannot calculate2.18 For activity E, the late finish is the end of day number__________:(a) 6(b)7(c)8Cannot calculate2.19 The ―total float‖ for activity E is:(a)0(b) 1(d)Cannot calculate2.20 An activity will expend 160 labour hours by two people working regular working weeks with 8hour days, starting on a Monday. What is the duration, elapsed time, and effort?(a)10 working days, 10 wording days, 2 staff(b)2w, 10d, 80hours(c)10d, 12 calendar days, 160 staff hours(d)Insufficient data2.21 The progressive detailing of the WBS throughout the project phases is often called:(a)Continuous planning(b)Scope planning(c)Rolling window(d)Rolling wave2.22 Mandatory dependencies:(a)Result from interfaces with other projects, or actions outside the project(b)Are inherent in the work being done(c)Are defined by customers or key project stakeholders(d)Are the dates by which an activity must be started or completed2.23 A ―hammock‖ activity is one which:(a)Indicates that the project work pauses and then resumes(b)Has zero duration but which utilizes resources(c)Terminates one path of the network(d)Summarizes a group of detailed activities2.24 A schedule ―loop‖(a)Cannot be analyzed by CPM or PERT(b)Is created when the network logic allows a path to repeat through the same node(c)Is created when the same two activities are linked with both ―SS‖ AND ―FF‖ nodes(d)Both (a) and (b)2.25 ―Total float‖ is the amount of time that:(a)The activity can be delayed without affecting the finish times of any other activity(b)The activity can be delayed without affecting the completion ate of the project(c)Activities on the critical path can be delayed(d)Equals the difference between the early start and the late finish of the activity2.26 Resource leveling can apply to resources such as:(a)An individual person (―Joe‖)(b) A job title (―systems analyst‖)(c) A piece of equipment (overhead bridge crane‖)(d)Any of the above2.27 Consider the following network:The ―Start‖ activity is followed by activity A. Activity A is followed by Activity C. The ―Start‖activity is also followed by Activity B. Activities D and E are successors to Activity B. Activities(a)12(b)10(c)13(d)Insufficient data2.28You are required to ―fast-track‖ your project schedule. Therefore you should be prepared to:(a)Eliminate some items of scope, with appropriate stakeholder approval(b)Increase resources if they become over-allocated(c)Communicate a time extension(d)Shorten the duration of critical path activitiesProject Cost Management3.1 In the PMBOK® Guide, ―pricing‖(how much the performing organization will charge the customer for the produce or service) is an output of:(a)Cost estimating(b)Resource planning(c)Cost budgeting(d)None of the above3.2 The type of cost estimate which most requires a WBS is:(a)Analogous(b)Parametric(c)Factored(d)Bottom-up3.3 Costs of routine maintenance and repairs on the resulting product of the project belong to :(a)Sunk cost(b)Indirect cost(c)None, not relevant to project cost management(d)Life cycle cost3.4 When ―crashing‖ the schedule, a trade-off of schedule vs cost is often required. Typically, the first dollar is invested in:(a)The first critical path task in the project(b) A late, risky critical path task(c)The longest critical path task(d)The critical path task with the greatest schedule saving for that dollar3.5 The estimating of a project can be very complex in the development of valid cost estimates ad price quotes from vendors. The tool that facilitates the estimating of a project by providing a structured decomposition of the total into individual elements is :(a)Chart of accounts(b)Budget(c)Configuration management(d)Work breakdown structure3.6 There is a project to build a 5,000 square foot deck. The budge allows four crew hours for each 100sq. ft., at a cost of $100 per crew hour. The Planned Value (also known as BCWS) to date is $10,000. The work is 40% completed, at accost of $9,000 to date. What is the Cost Variance? (a)1000(b)–1000(c)2000(d)–20003.7 Of the following types of costs, the one which is not relevant to making a rational financial decision:(a)Opportunity cost(b)Direct cost(c)Sunk cost(d)Indirect cost3.8 In an earned value system, the formula ―PV-EV‖ gives us:(a)Schedule Difference(b)Schedule variance(c)Cost Variance(d)None of the above3.9 Indices can give us an indication of the status of a project. In an earned value system, there are two indices: Cost Performance Index (CPI) and Schedule Performance Index (SPI). The formula for the CPI is __________.(a)Actual Cost divided by Planned Value(b)Actual Cost divided by Earned Value(c)Earned Value divided by Actual Cost(d)Planned Value divided by Earned Value3.10 In the earned value system, the status of the project is reported as PV = 100, AC=110, EV =95. The project is now.‖(a)Under spent and ahead of schedule(b)Over spent and ahead of schedule(c)Under spent and behind schedule(d)Over spent and behind schedule3.11 Projects have ―direct‖ and ―indirect‖ costs that the project manager must track to ensure the budget is not exceeded. The project manager has the most control over direct costs such as:(a)Bonuses, fees, awards(b)Labour, materials, equipment(c)Labour, supervision, fees(d)Overhead, general& administration, fees3.12 If SV = 0, PV =800, AC=750, the project is:(a)Over budget, on schedule(b)Over budget, behind schedule(c)Under budget, on schedule(d)Under budget, behind schedule3.13 In your earned value analysis, you need to know the ―percent complete‖for each work package, as of the ―time now‖ . This percentage is best estimated by means of :(a) A consensus of the intuitive opinions of the task leader and the project manager(b)Starting with the amount of the task leader and the project manager(c)Actual cost of the work package to date, divided b the budgeted cost of the work package(d)Finding achieved milestones within the work package3.14 The currently estimated cost at completion (EAC) can be extrapolated as follows:(a)EAC = BAC/CPI(b)EAC = BAC×CPI(c)EAC = BAC/ SPI(d)EAC = BAC×SPI3.15 The work breakdown structure is a useful tool for the project and the planning of the project. The eventual bottom level of the work breakdown structure represents the__________ for the schedule network.(a)Time duration(b)Sequencing of work (or logic)(c)Control account—organizational responsibility(d)Task3.16 The best single source for preparing estimates of dollars or work hours for project activities, when available, is:(a)Purchased manuals of estimating standards based on a data base of project records(b)Recollections of team members, combined with previous project estimates from the corporateproject data repository(c)Detailed historical records from precious projects in the company(d)Top-down project estimates prepared by analogous or parametric modeling3.17 Which of the following capital budgeting techniques does not recognize the time value of money.(a)Profitability index(b)Internal rate of return(c)Net present value(d)Payback period3.18 Value analysis ( also known as value engineering or value management) is best described as:(a)Methods and techniques used to examine technical and cost data to determine the economicpotential and the practicality of potential projects(b) A process of establishing the value of a project in relation to corporate benchmarks(c)An objective review of an item’s design, manufacture, procurement, and installation aimen atachieving necessary functions for minimum cost(d)All of the above3.19 Parametric models for cost estimating are:(a) A form of expert judgment(b)Quick and easy to create(c)Dependent on the accuracy of the historical database used(d)Only useful for smaller projects3.20 When earned value performance measurement is used as a cost control tool:(a)An understanding of earned value analysis is essential for all project team members(b)Earned value analysis reveals favourable and unfavourable cost and schedule variances, all ofwhich then require documented explanations(c)The project manager should always choose the least expensive corrective action arising fromcost and schedule variance analyses(d)None of the above3.21 In the PMBOK® Guide, the cost management plan is a (an)_________ component of the ______ process of project Cost Management.(a)Output, Resource Planning(b)Output, Cost Estimating(c)Input, Cost Budgeting(d)Tools and techniques, Cost Control3.22 Learning curve (or experience curve) theory emphasizes that in producing many goods,(a)Cost decreases as production rate increases(b)Average unit cost decreases as more units are produced(c)Materials become cheaper when they are purchased in bulk(d)Labourers become more productive as technology advances3.23 The ________ is a time-phased budget that will be used to measure and monitor cost performance in the project(a)Cash flow(b)S-curve(c)Cost baseline(d)Cost budget3.24 All of the following are characteristics of parametric estimating except:(a)Historical information(b)Quantification(c)Scalable(d)Activity list3.25 Whose responsibility is it to manage cost contingency?(a)Project manager(b)Work package leader(c)Customer, through project sponsor(d)Project sponsorProject Quality Management4.1 Quality management could be defined as the process of ensuring that a project meets the_______ and_______ of the project’s clients.(a)Specifications, statements of work(b)Legal, financial obligations(c)Legal, moral requirements(d)Implied, stated needs4.2 The primary components of project quality management (per PMBOK® 2000) are quality________,_________, and_______.(a)Insurance, assurance, warranties(b)Planning, assurance, control(c)Form, fit, function(d)Reliability, maintainability, the other attributes4.3 Statistical decision making includes Pareto analysis as a means of reducing errors in the total project process. Pareto analysis is:(a) A method of rejecting errors or variances from standards following self-inspection(b) A procedure for ranking the errors to identify those contributing the most to failures(c)Counting errors or failures to determine the added cost of all operations that do not meet therequirements(d)Comparing error rate with hurdle rate to determine the allowable percentage of errors4.4 Inputs to quality control are all of the following except:(a)Work results(b)Quality management plan(c)Process adjustments(d)Checklists4.5 Quality:(a)is ensured by having inspectors(b)cannot be measured qualitatively(c)and productivity are inconsistent objective(d)is at least 85 percent a management responsibility4.6 Quality circles have proven to:(a)increase labour costs per unit of production(b)encourage workers to generate solutions for persistent problems(c)be effective ways to solve labour problems(d)be installed with relatively little preparation4.7 Customers are the dirving force in any project and they determine the requirements to be met. In dealing with customers’ complaints, it is important to:(a)Avoid commitment to the correction of an ―out-of-warranty‖ item(b)Give them something more than they contracted to receive (exceed their expectations)(c)Provide them with the full scope of the contracted product or service(d)Because customers always ask for too much, change their perceptions about the product orservice requirements4.8 Self-inspection by the individual performing the work can be used to achieve quality in a product. The advantages of self-inspection are:(a)Immediate feedback to permit adjustments to the process(b)That it minimizes end product repairs and material waste(c)Reduces the number of end product inspections and test(d)All of the above4.9 For a population with a mean value of 100 and a standard deviation of 20:(a) a value of 19 is within one standard deviation of the mean(b)85, 95, and 115 are within the range of values which could be expected about 68%of the time(c)the standard deviation is a measure of central tendency and is too large a fraction of the meanin this case to provide useful expectations of the likelihood of the frequency of any particular value(d)Values of 33 and 166fall with in the ―three-sigma‖ limits4.10 Statistical Process Control is used in quality programs to determine whether repetitive Operations meet predictable standards. The process uses _____ and ____ to permit accurate monitoring of the operation.(a)100percent inspection, random rejection(b)Acceptance sampling, automatic rejection(c)Continuous sampling, error detection methods(d)Statistical sampling, control procedures4.11A quality program within a project should be based on _____ of errors to improve productivity along with quality levels.(a) Early detection(b) Early correction(c) 100% detection and correction(d) prevention4.12 Which of the following is not a principle of modern quality assurance and control?(a)Increased effort on inspection(b)Zero-defect programs(c)Total quality control(d)Reliability engineering / assurance4.13A Fishbone Diagram:(a)Is a type of bar chart showing the number or percentage of defects, rank ordered by cause(b)Is a structured tool, usually industry specific, used to verify that a set of required steps has been performed(c)Uses an analytical technique to help identify which variables have the most influence on the overall outcome(d) IIIustrates how various causes and subcauses relate to create a problem4.14 The ISO 9000 standards are:(a)Usually not applicable to project organizations because every project is different(b)Guidelines; implementation details will vary from one organization to another(c)Applicable to the production of goods, not services(d)Concentrating on continuous improvement, deemphasizing documentation4.15 Cost of quality.(a)Is the cost incurred to ensure quality(b)Is the cost of the QC function(c)Includes quality planning, quality control, quality assurance, and rework(d) (a) and (c)4.16Quality Assurance in project management is;(a)The process of ,monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance(b)The process of evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards(c)The overall quality intentions and directions of an organization as regards quality, as fomally Expressed by top management(d)The totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs4.17A few companies vow are starting to rse the ―six sigma‖ approach to establishing upper and lower control limits(UCL and LCL) to provide very tight process control.(―Sigma‖ is the standard deviation of the probability distribution.)The more traditional limits for process control charts are as follows:(a)Two sigma between UCL and LCL(b)Six sigma between UCL and LCL(c) three sigma between UCL and LCL(d)Three sigma between specification limits(USL and LSL)4.18 Which of the following statements about random variation (―common causes‖)and assignable variation(―special causes‖) is the least true:(a)Most deviation outside of the control limits will be be cause of assignable variance or Measurement calibration error(b)Random variance can be reduced by improving the overall production process(c)We need only be concerned about assignable variance, not abort random variance(d)If seven or more consecutive points lie above or below the mean , we should consider it to be an assignable variance4.19 One of thefundamental tenets of quality management is that quality.(a)Exceeds client expectations。