Proj Integration Management

You are a personnel management specialist recently assigned to a project team working on a team-based reward and recognition system. The other team members also work in the human resources department. The project charter should be issued by

• The project manager
• The client
• A sponsor
• A member of the PMO who has jurisdiction over human resources

The Direct and Manage Project Work process truly is important in project management. It affects many other key processes and uses inputs from others. Working with your team at its kickoff meeting, you explain the key benefit of this process is to—

• Implement approved changes
• Provide overall management of the project work
• Lead and perform activities in the project management plan
• Perform activities to accomplish project objectives

Your project to establish a knowledge transfer process and a knowledge repository is complete. You performed a number of pilot tests, and people in your company are pleased with the results. You are receiving a promotion to become the company’s first Chief Knowledge Officer once the project officially is closed. In doing so, you are following the company’s activities for administrative closure, one of which is—

• Measuring customer satisfaction
• Measuring the project’s benefits
• Evaluating the change requests
• Conducting quality control measurements

You work for a software development company that has followed the waterfall development model for more than 20 years. Lately, a number of customers have complained that your company is taking too long to complete its projects. You attended a class on agile development methods and believe that if the company used the agile approach, it could provide products to clients in a shorter time period. However, it would be a major culture change to switch from the waterfall methodology to the agile approach and to train staff members in this new approach. You mentioned this idea to the director of the PMO, and although she liked the idea, she would need approval from the company’s portfolio review board to move forward with it. She suggested that you document this idea in a—

• Business need description
• Product scope description
• Project charter
• Business case

Assume your company is a leader in the market in production of cereal products. It has been in this market for over 50 years. You are the project manager for a new product that is a derivative from the company’s core product. As you determine a life cycle for this project, you believe you should follow one that is—

• Incremental
• Predictive
• Iterative
• Adaptive

Assume your seven-year project to build the next generation of airplanes that can fly anywhere in the world for 24 hours is complete. You now are closing the program. You have decided to use which of the following tools and techniques to assist you in this final process—

• Regression analysis
• Document updates
• Benefit management plan
• Issue log

When closing a project, it is a best practice to—

• Update the project documents
• Prepare a sustainment plan for the project’s benefits
• Measure product scope against the project management plan
• Review the project management plan

As you are working on your telecommunications project, even though you are using agile methods, you realize you are preparing an extensive amount of data and information. You regularly share data with your project team. Your last team meeting focused on the number of change requests and also the start and finish dates of activities in your schedule. They are examples of—

• Key performance indicators
• Work performance reports
• Work performance data
• Work performance information

Assume your project to redesign your headquarters so it has state-of-the-art technology is complete, and you are in the closing phase. You decided to hold some meetings in order to—

• Confirm the deliverables have been accepted
• Transition your work to ongoing operations in your organization for maintenance
• Update project documents
• Prepare the final report

Your project is proceeding according to schedule. You have just learned that a new regulatory requirement will cause a change in one of the project’s performance specifications. This change request has been approved. You have had a number of change requests, such as this one, plus issues to handle. A key difference between the two is that—

• Issues involve all risks, while change requests are used for many actions
• Issues are found when work is being performed, but change requests can be submitted to modify documents, deliverables, or baselines
• Change requests and the actions taken to handle them become part of the issue log
• Issues are unexpected and handled by the project manager, while change requests are handled by a configuration management board