227. The project life cycle is best defined as:

• The continuum of a project life cycle.

• The phases that a product or service passes through from its start to its completion.

• The series of phases that a project passes through from its start to completion.

• The various ways requirements and plans are brought from a project charter to completion.

228. Projects following more of the adaptive side of the project life cycle most closely follow the pattern of:

• Sequential, iteration-based phases and continuous overlapping phases.

• Sequential, iteration-based phases and sequential nonoverlapping phases.

• Continuous overlapping phases and agile-based phases.

• Agile-based phases and sequential, iteration-based phases.

229. All of the following are Process Groups in adaptive environments EXCEPT:

• Planning Process Group.

• Monitoring and Controlling Process Group.

• Scope Management Process Group.

• Closing Process Group.

230. Iterative, agile, and adaptive approaches track, review, and regulate progress and performance by maintaining:

• A detailed to-do list

• A backlog

• A work breakdown structure

• Work packages

231. _______________ life cycles develop a set of high-level plans for the initial requirements and progressively elaborate requirements to an appropriate level of detail for the planning cycle.

• Predictive

• Adaptive

• Plan-driven

• Program

232. Project Integration Management includes all of the following EXCEPT:

• Prevention is preferred over inspection. It is better to design quality into deliverables, rather than to find quality issues during inspection. The cost of preventing mistakes is generally much less than the cost of correcting mistakes when they are found by inspection or during usage.

• Projects and project management are integrative by nature, with most tasks involving more than one Knowledge Area.

• The relationships of processes within and between the Project Management Process Groups are iterative.

• Managing project performance and changes to the project activities.

233. Project Scope Management includes all of the following EXCEPT:

• Scope can refer to product scope (the features and functions that characterize a product, service, or result), or to project scope (the work performed to deliver a product, service, or result with the specified features and functions).

• Projects and project management are integrative by nature, with most tasks involving more than one Knowledge Area

• Project life cycles range along a continuum from predictive to adaptive or agile. In a life cycle that uses a predictive approach, the project deliverables are defined at the beginning of the project and any changes to the scope are progressively managed. In an adaptive or agile approach, the deliverables are developed over multiple iterations where a detailed scope is defined and approved for each iteration when it begins.

• Completion of the project scope is measured against the project management plan. Completion of the product scope is measured against the product requirements.

234. Project Schedule Management includes all of the following EXCEPT:

• Project scheduling provides a detailed plan that represents how and when the project will deliver the products, services, and results defined in the project scope.

• The project schedule is used as a tool for communication, managing stakeholder expectations, and a basis for performance reporting.

• Project managers may need to be familiar with sampling, including attribute sampling (the result either conforms or does not conform) and variable sampling (the result is rated on a continuous scale that measures the degree of conformity).

• When possible, the detailed project schedule should remain flexible throughout the project to adjust for knowledge gained, increased understanding of the risk, and value-added activities.

235. Project Cost Management includes all of the following EXCEPT:

• Project Cost Management is primarily concerned with the cost of the resources needed to complete project activities, but it should also consider the effect of project decisions on the subsequent recurring cost of using, maintaining, and supporting project deliverables.

• Different stakeholders will measure project costs in different ways and at different times. Stakeholder requirements for managing costs should be considered explicitly.

• Predicting and analyzing the prospective financial performance of the project's product may be performed outside the project, or it may be part of Project Cost Management.

• Measuring and monitoring progress and taking appropriate action.

236. Project Quality Management includes all of the following EXCEPT:

• Project life cycles range along a continuum from predictive to adaptive or agile. In a life cycle that uses a predictive approach, the project deliverables are defined at the beginning of the project and any changes to the scope are progressively managed. In an adaptive or agile approach, the deliverables are developed over multiple iterations where a detailed scope is defined and approved for each iteration when it begins.

• Quality and grade are different concepts. Quality is "the degree to which a set of inherent characteristics fulfills requirements" (ISO 9000). Grade is a category assigned to deliverables having the same functional use but with different technical characteristics. The project manager and team are responsible for managing trade-offs associated with delivering the required levels of both quality and grade.

• Prevention is preferred over inspection. It is better to design quality into deliverables, rather than to find quality issues during inspection. The cost of preventing mistakes is generally much less than the cost of correcting mistakes when they are found by inspection or during usage.

• Project managers may need to be familiar with sampling, including attribute sampling (the result either conforms or does not conform) and variable sampling (the result is rated on a continuous scale that 56 measures the degree of conformity).