This quiz covers Chapter 9. Answers can be found in Chapter 9 of the text, as well as the “Chapter 9 Insights” document in Canvas. I have attached all the files. Please if you are not sure don’t answer. Thanks
msc99.docx
bookmsc545.pdf
insights___chapter_9.pdf
Unformatted Attachment Preview
1. When developing the project team, identify the ONE CORRECT statement
regarding how the team will be developed.
Group of answer choices
The team will only work through the “stages” of development that the Project Manager
deems to be needed.
The team will work through all of the “stages” but the “Norming” stage will always take
the longest to complete.
The team will always work through each of the major “stages”, although some of the
stages may be shorter in length if the team has worked together in the past.
The team will work through all of the “stages” and will take the same amount of time
“developing” through each stage.
2. There are 5 main stages (or phases) of project team development. Select the
CORRECT answer from the choices below that best summarizes the stage (or
phase) listed here:
During this phase, the team is working like a “…well oiled machine…” and
everyone is working at their optimal output.
Group of answer choices
Forming
Storming
Norming
Performing
Adjourning
3. Select the ONE correct statement regarding the most important factors about
acquiring the project team members.
Group of answer choices
Resources must be available for the project and must be available at the lowest possible
price.
Resources must be available and be the right fit for the project assignments.
Resources must be the right fit for the project regardless of their actual cost.
Resources must be willing to travel and be available for the project.
4. The Responsibility Matrix (or RACI Table) is used to help match the “action” for a
task with a specific resource (or resources) on the project. When creating the
RACI Table, select the CORRECT answer from the choices below that best
summarizes the description listed here:
This annotation identifies the person that is the Subject Matter Expert (or SME)
who has specific knowledge about something unique on the project.
Group of answer choices
( C ) – Consulted
( R ) – Responsible
( A ) – Accountable
( I ) – Informed
5. The Responsibility Matrix (or RACI Table) is used to help match the “action” for a
task with a specific resource (or resources) on the project. When creating the
RACI Table, select the CORRECT answer from the choices below that best
summarizes the description listed here:
This annotation identifiers the person “doing” the actual work.
Group of answer choices
( I ) – Informed
( C ) – Consulted
( A ) – Accountable
( R ) – Responsible
6. There are 5 main stages (or phases) of project team development. Select the
CORRECT answer from the choices below that best summarizes the stage (or
phase) listed here:
This phase usually occurs when the project is wrapping up and everyone is
moving on to the next project.
Group of answer choices
Storming
Adjourning
Performing
Forming
Norming
7. The Responsibility Matrix (or RACI Table) is used to help match the “action” for a
task with a specific resource (or resources) on the project. When creating the
RACI Table, select the CORRECT answer from the choices below that best
summarizes the description listed here:
This annotation identifies the person who is told when the task has been
completed, or is now in progress – but this person is not actually “doing” any work
on the project.
Group of answer choices
( A ) – Accountable
( I ) – Informed
( C ) – Consulted
( R ) – Responsible
8. There are 5 main stages (or phases) of project team development. Select the
CORRECT answer from the choices below that best summarizes the stage (or
phase) listed here:
This phase creates the most conflict and disagreements within the team members
because everyone is trying to say their ideas are the best and they are all struggling
to be the leader.
Group of answer choices
Performing
Adjourning
Forming
Storming
Norming
9. When creating a responsibility matrix (RACI) table, which statement is NOT
CORRECT.
Group of answer choices
There must be one and ONLY one assignment [A, R, I, or C] per resource for any given
task.
There may be at least one resource assigned per task that is informed [I] for that task.
There may be at least one resource assigned per task that is consulted [C] for that task.
There must be one and ONLY one resource assigned per task that is accountable [A] for
that task.
There must be at least one resource assigned per task that is responsible [R] for that task.
10. There are 5 main stages (or phases) of project team development. Select the
CORRECT answer from the choices below that best summarizes the stage (or
phase) listed here:
During this phase, the natural “leader” of the team will become apparent, and the
rest of the team members begin to work in harmony as they follow that leader.
Group of answer choices
Norming
Performing
Forming
Adjourning
Storming
11. There are 5 main stages (or phases) of project team development. Select the
CORRECT answer from the choices below that best summarizes the stage (or
phase) listed here:
During this phase, the team members are getting to know each other, exchanging
phone numbers and email addresses so they can collaborate effectively.
Group of answer choices
Forming
Performing
Norming
Adjourning
Storming
12. The Responsibility Matrix (or RACI Table) is used to help match the “action” for a
task with a specific resource (or resources) on the project. When creating the
RACI Table, select the CORRECT answer from the choices below that best
summarizes the description listed here:
This annotation identifies the ONE PERSON who must answer to the customer
when the project is succeeding or failing. A common phrase would be “The buck
stops here.”
Group of answer choices
( I ) – Informed
( R ) – Responsible
( A ) – Accountable
( C ) – Consulted
ot
N
ISBN: 978-1-62825-382-5
Fo
rD
n,
bu
tio
tri
is
le
Sa
or
R
.
ct
io
n
du
ro
ep
ot
N
ISBN: 978-1-62825-382-5
is
rD
Fo
tri
n,
tio
bu
le
Sa
or
.
ct
io
n
du
ro
ep
R
.
ct
io
n
du
ro
ep
R
or
le
Sa
n,
tio
bu
tri
is
D
Fo
r
ot
N
INCLUDES: THE STANDARD
FOR PROJECT MANAGEMENT
ANSI/PMI 99-001-2017
A Guide to the
PROJECT MANAGEMENT
BODY OF KNOWLEDGE
(PMBOK ® GUIDE )
Sixth Edition
Library of Congress Cataloging-in-Publication Data
Names: Project Management Institute, publisher.
Title: A guide to the project management body of knowledge (PMBOK guide) / Project Management Institute.
Other titles: PMBOK guide
Description: Sixth edition. | Newtown Square, PA: Project Management Institute, 2017. | Series: PMBOK guide | Includes
bibliographical references and index.
Identifiers: LCCN 2017032505 (print) | LCCN 2017035597 (ebook) | ISBN 9781628253900 (ePUP) |
ISBN 9781628253917 (kindle) | ISBN 9781628253924 ( Web PDF) | ISBN 9781628251845 (paperback)
Subjects: LCSH: Project management. | BISAC: BUSINESS & ECONOMICS / Project Management.
Classification: LCC HD69.P75 (ebook) | LCC HD69.P75 G845 2017 (print) | DDC 658.4/04–dc23
LC record available at https://lccn.loc.gov/2017032505
ISBN: 978-1-62825-184-5
Published by:
Project Management Institute, Inc.
14 Campus Boulevard
Newtown Square, Pennsylvania 19073-3299 USA
Phone: +1 610-356-4600
Fax: +1 610-356-4647
Email: customercare@pmi.org
Website: www.PMI.org
©2017 Project Management Institute, Inc. All rights reserved.
Project Management Institute, Inc. content is copyright protected by U.S. intellectual property law that is recognized
by most countries. To republish or reproduce PMI’s content, you must obtain our permission. Please go to
http://www.pmi.org/permissions for details.
To place a Trade Order or for pricing information, please contact Independent Publishers Group:
Independent Publishers Group
Order Department
814 North Franklin Street
Chicago, IL 60610 USA
Phone: +1 800-888-4741
Fax: +1 312- 337-5985
Email: orders@ipgbook.com (For orders only)
For all other inquiries, please contact the PMI Book Service Center.
PMI Book Service Center
P.O. Box 932683, Atlanta, GA 31193-2683 USA
Phone: 1-866-276-4764 (within the U.S. or Canada) or +1-770-280-4129 (globally)
Fax: +1-770-280-4113
Email: info@bookorders.pmi.org
Printed in the United States of America. No part of this work may be reproduced or transmitted in any form or by any means,
electronic, manual, photocopying, recording, or by any information storage and retrieval system, without prior written permission
of the publisher.
The paper used in this book complies with the Permanent Paper Standard issued by the National Information Standards
Organization (Z39.48—1984).
PMI, the PMI logo, PMBOK, OPM3, PMP, CAPM, PgMP, PfMP, PMI-RMP, PMI-SP, PMI-ACP, PMI-PBA, PROJECT MANAGEMENT JOURNAL, PM NETWORK, PMI TODAY,
PULSE OF THE PROFESSION and the slogan MAKING PROJECT MANAGEMENT INDISPENSABLE FOR BUSINESS RESULTS. are all marks of Project Management
Institute, Inc. For a comprehensive list of PMI trademarks, contact the PMI Legal Department. All other trademarks, service marks, trade names, trade dress,
product names and logos appearing herein are the property of their respective owners. Any rights not expressly granted herein are reserved.
10 9 8 7 6 5 4 3 2 1
N OTI C E
The Project Management Institute, Inc. (PMI) standards and guideline publications, of which the document contained
herein is one, are developed through a voluntary consensus standards development process. This process brings
together volunteers and/or seeks out the views of persons who have an interest in the topic covered by this publication.
While PMI administers the process and establishes rules to promote fairness in the development of consensus, it does
not write the document and it does not independently test, evaluate, or verify the accuracy or completeness of any
information or the soundness of any judgments contained in its standards and guideline publications.
PMI disclaims liability for any personal injury, property or other damages of any nature whatsoever, whether special,
indirect, consequential or compensatory, directly or indirectly resulting from the publication, use of application, or
reliance on this document. PMI disclaims and makes no guaranty or warranty, expressed or implied, as to the accuracy
or completeness of any information published herein, and disclaims and makes no warranty that the information in this
document will fulfill any of your particular purposes or needs. PMI does not undertake to guarantee the performance of
any individual manufacturer or seller’s products or services by virtue of this standard or guide.
In publishing and making this document available, PMI is not undertaking to render professional or other services
for or on behalf of any person or entity, nor is PMI undertaking to perform any duty owed by any person or entity to
someone else. Anyone using this document should rely on his or her own independent judgment or, as appropriate,
seek the advice of a competent professional in determining the exercise of reasonable care in any given circumstances.
Information and other standards on the topic covered by this publication may be available from other sources, which the
user may wish to consult for additional views or information not covered by this publication.
PMI has no power, nor does it undertake to police or enforce compliance with the contents of this document. PMI
does not certify, test, or inspect products, designs, or installations for safety or health purposes. Any certification or other
statement of compliance with any health or safety-related information in this document shall not be attributable to PMI
and is solely the responsibility of the certifier or maker of the statement.
�
�
TABLE O F CONTENTS
PART 1.
A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK® Guide)
1. INTRODUCTION …………………………………………………………………………………………………………… 1
1.1 Overview and Purpose of this Guide …………………………………………………………………….. 1
1.1.1 The Standard for Project Management ……………………………………………………… 2
1.1.2 Common Vocabulary ……………………………………………………………………………….. 3
1.1.3 Code of Ethics and Professional Conduct ………………………………………………….. 3
1.2 Foundational Elements ……………………………………………………………………………………….. 4
1.2.1 Projects ………………………………………………………………………………………………….. 4
1.2.2 The Importance of Project Management ………………………………………………….. 10
1.2.3 Relationship of Project, Program, Portfolio,
and Operations Management………………………………………………………………….. 11
1.2.4 Components of the Guide……………………………………………………………………….. 17
1.2.5 Tailoring ……………………………………………………………………………………………….. 28
1.2.6 Project Management Business Documents ……………………………………………… 29
�
�
2. THE ENVIRONMENT IN WHICH PROJECTS OPERATE………………………………………………………. 37
2.1 Overview …………………………………………………………………………………………………………. 37
2.2 Enterprise Environmental Factors………………………………………………………………………. 38
2.2.1 EEFs Internal to the Organization ……………………………………………………………. 38
2.2.2 EEFs External to the Organization …………………………………………………………… 39
I
2.3 Organizational Process Assets ………………………………………………………………………….. 39
2.3.1 Processes, Policies, and Procedures ……………………………………………………….. 40
2.3.2 Organizational Knowledge Repositories ………………………………………………….. 41
2.4 Organizational Systems ……………………………………………………………………………………. 42
2.4.1 Overview ………………………………………………………………………………………………. 42
2.4.2 Organizational Governance Frameworks …………………………………………………. 43
2.4.3 Management Elements ………………………………………………………………………….. 44
2.4.4 Organizational Structure Types ………………………………………………………………. 45
3. THE ROLE OF THE PROJECT MANAGER………………………………………………………………………… 51
3.1 Overview …………………………………………………………………………………………………………. 51
3.2 Definition of a Project Manager …………………………………………………………………………. 52
3.3 The Project Manager’s Sphere of Influence ………………………………………………………… 52
3.3.1 Overview ………………………………………………………………………………………………. 52
3.3.2 The Project……………………………………………………………………………………………. 53
3.3.3 The Organization …………………………………………………………………………………… 54
3.3.4 The Industry …………………………………………………………………………………………. 55
3.3.5 Professional Discipline ………………………………………………………………………….. 56
3.3.6 Across Disciplines …………………………………………………………………………………. 56
3.4 Project Manager Competences ………………………………………………………………………….. 56
3.4.1 Overview ………………………………………………………………………………………………. 56
3.4.2 Technical Project Management Skills ……………………………………………………… 58
3.4.3 Strategic and Business Management Skills …………………………………………….. 58
3.4.4 Leadership Skills …………………………………………………………………………………… 60
3.4.5 Comparison of Leadership and Management …………………………………………… 64
3.5 Performing Integration ……………………………………………………………………………………… 66
3.5.1 Performing Integration at the Process Level…………………………………………….. 67
3.5.2 Integration at the Cognitive Level……………………………………………………………. 67
3.5.3 Integration at the Context Level ……………………………………………………………… 67
3.5.4 Integration and Complexity…………………………………………………………………….. 68
II
Table of Contents
4. PROJECT INTEGRATION MANAGEMENT ……………………………………………………………………….. 69
4.1 Develop Project Charter ……………………………………………………………………………………. 75
4.1.1 Develop Project Charter: Inputs ………………………………………………………………. 77
4.1.2 Develop Project Charter: Tools and Techniques ………………………………………… 79
4.1.3 Develop Project Charter: Outputs ……………………………………………………………. 81
4.2 Develop Project Management Plan …………………………………………………………………….. 82
4.2.1 Develop Project Management Plan: Inputs ………………………………………………. 83
4.2.2 Develop Project Management Plan: Tools and Techniques ………………………… 85
4.2.3 Develop Project Management Plan: Outputs…………………………………………….. 86
4.3 Direct and Manage Project Work ……………………………………………………………………….. 90
4.3.1 Direct and Manage Project Work: Inputs …………………………………………………. 92
4.3.2 Direct and Manage Project Work: Tools and Techniques …………………………… 94
4.3.3 Direct and Manage Project Work: Outputs ……………………………………………….. 95
4.4 Manage Project Knowledge ………………………………………………………………………………. 98
4.4.1 Manage Project Knowledge: Inputs ……………………………………………………….. 100
4.4.2 Manage Project Knowledge: Tools and Techniques …………………………………. 102
4.4.3 Manage Project Knowledge: Outputs …………………………………………………….. 104
4.5 Monitor and Control Project Work ……………………………………………………………………. 105
4.5.1 Monitor and Control Project Work: Inputs ………………………………………………. 107
4.5.2 Monitor and Control Project Work: Tools and Techniques ………………………… 110
4.5.3 Monitor and Control Project Work: Outputs ……………………………………………. 112
4.6 Perform Integrated Change Control ………………………………………………………………….. 113
4.6.1 Perform Integrated Change Control: Inputs ……………………………………………. 116
4.6.2 Perform Integrated Change Control: Tools and Techniques ……………………… 118
4.6.3 Perform Integrated Change Control: Outputs ………………………………………….. 120
4.7 Close Project or Phase …………………………………………………………. …
Purchase answer to see full
attachment
Why Choose Us
- 100% non-plagiarized Papers
- 24/7 /365 Service Available
- Affordable Prices
- Any Paper, Urgency, and Subject
- Will complete your papers in 6 hours
- On-time Delivery
- Money-back and Privacy guarantees
- Unlimited Amendments upon request
- Satisfaction guarantee
How it Works
- Click on the “Place Order” tab at the top menu or “Order Now” icon at the bottom and a new page will appear with an order form to be filled.
- Fill in your paper’s requirements in the "PAPER DETAILS" section.
- Fill in your paper’s academic level, deadline, and the required number of pages from the drop-down menus.
- Click “CREATE ACCOUNT & SIGN IN” to enter your registration details and get an account with us for record-keeping and then, click on “PROCEED TO CHECKOUT” at the bottom of the page.
- From there, the payment sections will show, follow the guided payment process and your order will be available for our writing team to work on it.