Test

A project is:

• A set of sequential activities performed in a process or system.

• A revenue‐generating activity that needs to be accomplished while achieving customer satisfaction

• An ongoing endeavor undertaken to meet customer or market requirements.

• A temporary endeavor undertaken to create a unique product, service, or result.

Project management is:

• The integration of the critical path method and the Earned Value Management system.

• The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.

• The application of knowledge, skills, wisdom, science, and art to organizational activities to achieve operational

  excellence.

• A subset of most engineering and other technical disciplines.

Portfolio management refers to:

• Managing various contents of the project file.

• Managing the levels of financial authority to facilitate project decision making.

• The centralized management of one or more portfolios to achieve strategic objectives.

• Applying resource‐leveling heuristics across all the organization's projects to achieve the organization's strategic

  objectives.

A program is a:

• Group of related tasks lasting one year or less.

• Group of related projects, subsidiary programs, and program activities managed in a coordinated manner

• Large projects with significant cost and resource requirements

• Sequence of activities constituting a major project

All of the following are true about projects and operations EXCEPT

• Operations are ongoing endeavors that produce repetitive outputs, with resources assigned to do basically the

  same set of tasks according to the standards institutionalized in a product life cycle, whereas projects are temporary

  endeavors.

• Projects require project management activities and skill sets, whereas operations require business process

  management, operations management activities, and skill sets.

• Projects can intersect with operations at various points during the product life cycle. At each point, deliverables

  and knowledge are transferred between the project and operations for implementation of the delivered work.

• Because of their temporary nature, projects cannot help achieve an organization's long‐term goals. Therefore,

  strategic activities in the organization can be generally addressed within the organization's normal operations.

The PMBOK® Guide is the standard for:

• Managing all projects all of the time.

• Managing all projects most of the time

• Managing most projects most of the time

• Managing some projects some of the time.

The collection of generally sequential and sometimes overlapping project phases, whose name and number are

determined by the management and control needs of the organization or organizations involved in the project, is

known as the:

• Project waterfall.

• Project life cycle.

• Project life stages.

• Project Management Process Groups.

You are managing a project in which you intend to respond to high levels of change and ongoing stakeholder

involvement. The most suitable project life cycle for your project is the:

• Predictive life cycle.

• Adaptive life cycle.

• Waterfall life cycle.

• Configuration management life cycle.

The five Project Management Process Groups are:

• Planning, Checking, Directing, Monitoring, and Recording

• Initiating, Planning, Executing, Monitoring and Controlling, and Closing

• Planning, Executing, Directing, Closing, and Commissioning

• Initiating, Executing, Monitoring, Evaluating, and Closing.

Project Management Processes:

• May be overlapping activities that occur throughout the project.

• May be overlapping activities that generally occur at the same level of intensity within each phase of the project

• Are generally discrete, one‐time events.

• Are discrete, repetitive events that occur generally at the same level of intensity throughout each phase of the

  project.