12/14/2021 0 Comments Best Way to Prepare for the PMI Scheduling Professional (PMI-SP) CertificationScheduling Professional certification questions and exam summary helps you to get focused on the exam. This guide also helps you to be on PMI-SP exam track to get certified with good score in the final exam. Scheduling Professional (PMI-SP) Certification Summary
Scheduling Professional (PMI-SP) Certification Exam Syllabus Schedule Strategy - 14% Task 1 - Establish project schedule configuration management policies and procedures incorporating best practices, regulations, governing standards and organization policies, and procedures to ensure accessibility, storage, retrieval, maintenance, change control, and baseline schedule control. Task 2 - Develop schedule approach, based on the unique characteristics of the project, including enterprise environmental factors and organizational process assets, in order to define schedule requirements. Task 3 - Establish scheduling policies and procedures regarding methodology, selection of a scheduling tool, scheduling parameters, performance thresholds, activity granularity, presentation format, earned value management (EVM) implementation, analysis techniques, and approval requirements by using resources such as organizational process assets and project documents in order to develop the schedule management plan and standardize operational procedures. Task 4 - Develop the scheduling-related components for project management plans (for example, integration, scope, cost, quality, resources, communication, risk, and procurement management), through review of contract requirements, in order to integrate scheduling activities into the overall project management process. Task 5 - Provide information about project scheduling objectives and goals, the role of the scheduler, and scheduling procedures to project team members to facilitate effective participation in the project. Knowledge and Skills: - Applicable contract requirements, regulations, and governing standards - Schedule control processes (for example, baseline control, status update procedure, variance thresholds) - Scheduling development concepts (for examples, coding, work breakdown structures, organizational breakdown structure, resource breakdown structures) - Project charter Schedule Planning and Development - 31% Task 1 - Develop the work breakdown structure (WBS), organizational breakdown structure (OBS), control accounts (CA), and work packages through communication with subject matter experts and stakeholders and analysis of the contractual commitments in order to ensure completion of the project scope. Task 2 - Define activities and milestones through communication with subject matter experts, decomposition, and application of scheduling policies and procedures to identify and document the work to be performed. Task 3 - Estimate activity durations, utilizing subject matter experts and scheduling techniques such as three-point estimate, parametric, analogous and/or Program Evaluation and Review Technique (PERT) in order to develop an overall schedule model. Task 4 - Sequence activities, incorporating defined dependencies (internal, external, and cross programs) milestones, and constraints (for example, calendars, geography, contracts), in order to develop a logical, dynamic schedule model. Task 5 - Identify critical and near-critical path(s) using techniques such as Critical Path Method, Critical Chain, Program Evaluation and Review Technique (PERT), and Monte Carlo simulation in order to meet project delivery date requirements. Task 6 - Develop the project resource breakdown structure (RBS), determine resource availability, and assign resources to activities by working with functional managers, project managers, and project team members in order to define the resource constrained schedule. Task 7 - Adjust schedule model based upon resource availability, available budget, and other known constraints in order to calculate the resource constrained schedule. Task 8 - Align schedule with the overall program plan or integrated master plan (IMP), through review of enterprise objectives and contract documentation, in order to ensure accomplishment of overall program objectives. Task 9 - Analyze major milestones against statement of work (SOW), the contract, and/or memorandum of understanding, to assess whether schedule model delivery estimates meet required deadlines. Task 10 - Perform schedule risk analysis using quantitative tools or techniques (for example, what-if scenarios, Monte Carlo simulation) in order to determine if project milestone dates are achievable within acceptable risk tolerances. Task 11 - Obtain a consensus of the project customer, sponsor, project manager, and project team members, in order to establish an approved baseline schedule. Task 12 - Establish the Performance Measurement Baseline (PMB), using organizational processes and standard techniques, in order to enable performance measurement and management. Knowledge and Skills: - Scope statements, including deliverables and deadlines - Work breakdown structure (WBS) - Organizational breakdown structure (OBS) - Resource breakdown structure (RBS) - Cost structure as related to schedule development - Activity definition - Activity execution techniques (duration/time, effort/work) - Dependency relationship types (Finish to Start, Start to Finish, Finish to Finish, Start to Start) - Leads and lags - Prioritization within the schedule model - Resource groups - Resource calendars - Resource allocation techniques - Activity Network Diagram (AND) - Precedence Diagramming Method (PDM) - Capacity requirements/resource requirements - Contingency reserve or buffer (funds, budget, or time) - Cost and schedule integration - Schedule baselining - Performance Measurement Baseline (PMB) - Inter-project Dependencies - Milestone definition - Schedule model components - Schedule risk-assessment techniques (for example, Monte Carlo simulation, PERT) Schedule Monitoring and Controlling - 35% Task 1 - Collect activity status at defined intervals from activity owners via reports, meetings, inspections, or other standard procedures in order to update and review the project progress. Task 2 - Collect resource information and updates via reports, timesheets, meetings, inspections, or other standard procedures in order to report on resource utilization and availability. Task 3 - Perform schedule analysis and audit, on in-house and subcontractor schedules, using industry standards, guidelines and best practices in order to identify and report project schedule, status, changes, impacts or issues. Task 4 - Identify alternative project execution options, using tools and techniques such as what-if scenario analyses, in order to optimize the schedule. Task 5 - Incorporate approved risk mitigation activities into the schedule, by utilizing defined change control processes, in order to establish a new performance measurement baseline (PMB). Task 6 - Update the schedule model and document schedule baseline changes, received through formal change-control processes, in order to maintain an accurate schedule and facilitate forensic schedule analysis, if required. Knowledge and Skills: - Progress measurement techniques (for example, percent complete, actual/remaining duration, estimate to complete) - Industry standards, guidelines, and best practices with respect to activity status update frequency, format, and content - Metrics to monitor, analyze, and control the schedule - Cost and schedule reserve analysis - Activity prioritization - Available data, logical data organization/relationships within data elements - Electronic file storage and retrieval standards - Resource breakdown structure (RBS) - Resource calendars - Resource groups - Resource allocation techniques - Schedule risk analysis - Project schedule change control - Reserve analysis - Knowledge of ongoing audit analysis - Activity Network Diagram (AND) - Precedence Diagramming Method (PDM) - Schedule risk assessment techniques (for example, Monte Carlo simulation, Program and Evaluation Review Technique [PERT]) Schedule and cost variance management Schedule Closeout - 6% Task 1 - Obtain final acceptance of the contractual schedule components, by working with sponsor and/or customer, in order to facilitate project closeout. Task 2 - Evaluate final schedule performance against baseline schedule, scheduling approach and the implementation, using standard scheduling tools and techniques, including solicitation of feedback from stakeholders, in order to identify lessons learned and develop best practices. Task 3 - Update the organizational process assets, through documentation of identified lessons learned and best practices, in order to improve business processes. Task 4 - Distribute final schedule reports, including earned value management (EVM) calculations and variance analysis, to stakeholders in order to facilitate project closeout. Task 5 - Archive schedule files (for example, final schedule model, schedule management plan, periodic status reports, schedule change log), as per defined procedures in order to satisfy contractual requirements and prepare for potential forensic schedule analysis. Knowledge and Skills: - Contractual schedule components - Schedule close-out procedures - Feedback techniques - Schedule review techniques - Schedule issue management - Transition planning Stakeholder Communications Management - 14% Task 1 - Develop and foster relationships with project stakeholders, consistent with the communication management plan, in order to enhance support for the project schedule. Task 2 - Generate and maintain visibility of project schedule, by working with the project manager and/or stakeholders, in order to maintain stakeholder support. Task 3 - Provide senior management and other stakeholders with verbal and written schedule status updates and impact on schedule of corrective actions, as defined by the communication management plan, in order to maintain stakeholder awareness. Task 4 - Communicate schedule issues that could impact delivery of project scope or adherence to the schedule management plan, in order to elevate awareness to relevant stakeholders. Knowledge and Skills: - Targeting communications to senior management - Methods and techniques used to maintain visibility of project schedule Elements of the communication management plan - Oral and written communication tools and techniques - Targeting communications to intended audience - Presentation tools and techniques - Negotiation - Facilitation - Cultural sensitivity and diversity - Conflict resolution - Project life cycle - Stakeholder-impact analysis - Change management/control - Scheduling terminology - Organizational process assets - Project management software - Project management information systems - Schedule documentation and reporting techniques - Scheduling data management procedures (for example, archiving, storage, retrieval) - Estimation techniques (for example, analogy based estimation, parametric estimation, historical data, expert estimation) - Scheduling methods (for example, critical path method, critical chain, linear, agile) - Scheduling techniques (for example, resource leveling, schedule compression, simulation) - Earned Value Management (EVM) - Gantt Charts - Quantitative and qualitative schedule analysis (for example, schedule performance index, baseline execution index, float analysis) - Problem-solving tools and techniques - Contract schedule requirements Scheduling Professional (PMI-SP) Certification Questions 01. Ben is the project manager for his organization. His project has 26 stakeholders this week and will have five additional stakeholders next week. How many more communication channels will Ben's project have next week? a) 140 b) 10 c) 325 d) 5 02. Which of the following are the inputs to the Develop Project Charter process? Each correct answer represents a complete solution. (Choose all that apply) a) Procurement document b) Contract c) Business case d) Project statement of work 03. You are working with your project team to control the project schedule. You will need five inputs to this process throughout your project. Which one of the following is an output of the project schedule control, and NOT an input? a) Work performance information b) Project schedule c) Project management plan d) Work performance measurements 04. You are working with your project team to identify the project activities within your project. Which of the following is NOT a tool and technique that will be useful in defining the project activities? a) Decomposition b) Rolling wave plan c) Precedence diagramming method d) Templates 05. You are the project manager of a research project. Because much of the project work will be based on what is discovered in each stage of the project work, you are directing the project time to focus on creating time estimates for the most imminent research work and broad estimates for the project work that is coming later in the project. What type of planning are you using in this project? a) Milestone planning b) Rolling wave planning c) Phase gates d) Decomposition 06. Which organizational theory explains the factors that promote performance of people in any organization? a) Herzberg's theory b) Maslow's Hierarchy theory c) McGregor's theory d) Expectancy theory 07. In which of the following group decision making techniques does the largest block in a group decide the group decision even if a bulk is not achieved? a) Majority b) Unanimity c) Dictatorship d) Plurality 08. Once the project's WBS has been created what process may happen next? a) Estimate activity resources b) Define activities c) Estimate activity durations d) Sequence activities 09. A company hires a scheduler for one of its projects. What skills should he possess to efficiently work with the project team? Each correct answer represents a complete solution. (Choose three) a) Performance control b) Execution scheduling c) Leadership d) Feasibility planning 10. Which of the following is an output of the Develop Project Charter process? a) Enterprise environmental factors b) Contract c) Business case d) Project charter Answers: Question: 01: Answer: a Question: 02: Answer: b, c, d Question: 03: Answer: a Question: 04: Answer: c Question: 05: Answer: b Question: 06: Answer: a Question: 07: Answer: d Question: 08: Answer: b Question: 09: Answer: a, b, d Question: 10: Answer: d How to Register for Scheduling Professional Certification Exam? Visit site for Register Scheduling Professional Certification Exam.
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Portfolio Management certification questions and exam summary helps you to get focused on the exam. This guide also helps you to be on PfMP exam track to get certified with good score in the final exam. Portfolio Management (PfMP) Certification Summary
Portfolio Management (PfMP) Certification Exam Syllabus Domain 1: Strategic Alignment [25%] Task 1 Evaluate organizational strategic goals and objectives using document reviews, interviewing, and other information gathering techniques in order to understand the strategic priorities. Task 2 Identify prioritization criteria (e.g., legislative, dependencies, ROI, stakeholder expectations, strategic fit) using information gathering and analysis techniques in order to create a basis for decision making. Task 3 Rank strategic priorities working with key stakeholders and using qualitative and quantitative analyses in order to provide a guiding framework to operationalize the organizational strategic goals and objectives. Task 4 Identify existing and potential portfolio components by reviewing documentation such as business plans/proposals in order to create portfolio scenarios. Task 5 Create portfolio scenarios (what-if analysis) by reviewing components against prioritization criteria and using analysis techniques (e.g., options analysis, risk analysis, SWOT analysis, financial analysis) in order to evaluate and select viable options. Task 6 Recommend portfolio scenario(s) and related components, based on prioritization analysis/criteria, in order to provide governance with a rationale for decision making. Task 7 Determine the impact to portfolio and portfolio components due to changes in strategic goals and objectives, in order to sustain strategic alignment. Task 8 Create high level portfolio roadmap working with key stakeholders using prioritization, interdependency analysis, and organizational constraints in order to confirm and communicate the portfolio components sequencing, dependencies, and strategic alignment. Domain 2: Governance [20%] Task 1 Define and establish a governance model including the structure (including but not limited to steering committees, governance boards), policies, and decision-making roles, responsibilities, rights and authorities in order to support effective decision-making and achieve strategic goals. Task 2 Determine portfolio management standards, protocols, rules, and best practices, using organizational assets (such as information systems, subjectmatter experts) and industry standards in order to establish consistent portfolio management practices. Task 3 Define and/or modify portfolio processes and procedures including but not limited to benefits realization planning, information management, performance, communication, risk management, stakeholder engagement, resource management, and change management in order to manage the portfolio efficiently and effectively. Task 4 Create the portfolio management plan including, but not limited to, roles and responsibilities, governance model, escalation procedures, risk tolerances, and governance thresholds, change control and management, key performance indicators, prioritization model, and communication procedures using standards, models, and other organizational assets in order to ensure effective and efficient portfolio management. Task 5 Make recommendations and obtain approval regarding portfolio decisions (e.g, components, plans, budget, roadmap) through communication with key decision makers as defined by the governance model, in order to authorize the execution of the portfolio. Domain 3: Portfolio Performance [25%] Task 1 Initiate the portfolio using the portfolio roadmap and supporting artifacts in order to authorize the portfolio structure and activate the components. Task 2 Collect and consolidate key performance metric data, as defined by portfolio governance and using various techniques, in order to measure the health of the portfolio. Task 3 Monitor the portfolio performance on an ongoing basis, using reports, conversations, dashboards, and auditing techniques in order to ensure portfolio effectiveness and efficiency and maintain strategic alignment. Task 4 Manage and escalate issues by communicating recommended actions to appropriate decision makers for timely approval and implementation of proposed solution(s). Task 5 Manage portfolio changes using change management techniques, in order to improve portfolio performance and maintain strategic alignment. Task 6 Balance portfolio and prioritize portfolio components, using established criteria and methods in order to optimize resource utilization and achieve strategic portfolio objectives. Task 7 Analyze and optimize the consolidated allocation/reallocation of capacity (e.g., people, tools, materials, technology, facilities, financial) using supply/demand management and scenario analysis techniques to ensure portfolio efficiency and effectiveness. Task 8 Update and refine existing portfolio road maps, using change analysis in order to facilitate re-allocation of organizational resources to the portfolio. Task 9 Measure the aggregated portfolio performance results against the defined business or strategic goals and objectives in order to demonstrate progress toward the achievement of business or strategic goals. Task 10 Maintain records by capturing portfolio artifacts, such as approvals, prioritizations, and other decisions, in order to ensure compliance with organizational policies, regulatory requirements, and portfolio management standards. Domain 4: Portfolio Risk Management [15%] Task 1 Determine acceptable level of risk for the portfolio, based on organizational and stakeholder risk tolerances, in order to provide input to governance. Task 2 Develop the portfolio risk management plan, using governance risk guidelines, processes, and procedures and other organizational assets in order to capitalize on opportunities, and respond to risks. Task 3 Perform dependency analysis to identify and monitor risks related to the interdependencies and intradependencies within or across portfolios in order to support decision-making. Task 4 Develop, monitor, and maintain portfolio-level risk register, including risks to strategic goals and objectives, to business value, and escalated from portfolio components, using risk management processes in order to support decision making. Task 5 Promote common understanding and stakeholder ownership of portfolio risks, through communications with stakeholders, in order to facilitate risk response. Task 6 Provide recommendation and obtain approval for a portfolio management reserve, based on aggregate portfolio risk exposure, in order to optimize portfolio strategic goals and objectives. Domain 5: Communications Management [15%] Task 1 Analyze internal and external stakeholders using techniques such as meetings, interviews, surveys/questionnaires, in order to identify stakeholder expectations, interests, and influence on the success of the portfolio. Task 2 Create the aggregate communication strategy and plan, including methods, recipients, vehicles, timelines and frequencies in order to enable effective communication to stakeholders. Task 3 Engage stakeholders, through oral and written communication, to ensure awareness, manage expectations, foster support, and build relationships and collaboration for the success of the portfolio roadmap. Task 4 Maintain the communication strategy and plan by evaluating current communications capabilities, identifying gaps, and documenting communications plan to meet stakeholder requirements. Task 5 Prepare and/or facilitate stakeholder understanding of portfolio managementrelated processes, procedures, and protocols using organizational assets (e.g., information systems, training delivery methods) in order to promote common understanding and application of the portfolio management process. Task 6 Verify accuracy, consistency, and completeness of portfolio communication, utilizing governance guidelines, to maintain credibility and satisfaction with all stakeholders. Portfolio Management (PfMP) Certification Questions 01. While there are a number of recommended contents of the portfolio strategic plan, a guiding principle is to: a) Document assumptions and constraints b) Recognize stakeholder risk tolerances c) Recognize the portfolio will evolve through progressive elaboration d) Define the portfolio vision and objectives to align with organizational strategy 02. Working to prepare the communications plan, a best practice to follow is to use the roadmap. By doing so, it: a) Shows the overall portfolio timeline, useful for determining the frequency of reporting b) Provides information about interdependencies that may affect objectives c) Emphasizes milestones and the timing of key benefits d) Shows applicable constraints 03. It is a best practice for the portfolio manager as he or she prepares the portfolio strategic plan to: a) Involve stakeholders at all levels in the process b) Communicate its importance throughout the organization c) Integrate and respond to changes in the portfolio d) Ensure funds are available to allocate to each category in the portfolio 04. The portfolio management process ensures the components are aligned to goals. However, it is driven by: a) Viability b) Value and benefits c) Organizational strategy and objectives d) Interdependencies and resource constraints 05. A useful guideline to identify the portfolio and sub-portfolios is the: a) Portfolio charter b) Portfolio performance plan c) Portfolio structure d) Roadmap 06. The roadmap forms the initial basis to establish dependencies, which are: a) Part of each component b) Especially important for standalone projects to show why they are being pursued c) Within the portfolio and between organizational areas d) The basis for prioritization mapping 07. Capability and capacity analysis are two techniques that complement one another to help determine the portfolio structure as there may be limiting factors for the number of components an organization can execute. These limiting factors include: a) Capability factors such as resource availability b) Capability factors such as lack of key skill sets c) Capacity factors such as financial and asset considerations d) Capability factors such as financial and asset considerations 08. In identifying risks to then manage and control, as the portfolio manager you are consulting organizational process assets such as: a) Commercial data bases b) Lessons learned c) Knowledge bases d) Values 09. One key artifact to review as the portfolio communications management plan is prepared is the: a) Portfolio management plan as it shows all elements in it have communications requirements b) Portfolio performance plan as it sets forth needed reports and their frequency c) Portfolio strategic plan since it shows the need for strategic alignmen d) Portfolio beneits realization plan to determine reports on progress in benefit realization, transition, and sustainment 10. An example of a simple prioritization model is one in which the criteria are: a) Easily quantifiable b) Both qualitative and quantitative c) Focused on benefits realization and sustainment d) Focused on both short- and long- term goals Answers: Question: 01: Answer: d Question: 02: Answer: b Question: 03: Answer: c Question: 04: Answer: c Question: 05: Answer: b Question: 06: Answer: c Question: 07: Answer: d Question: 08: Answer: d Question: 09: Answer: a Question: 10: Answer: a How to Register for Portfolio Management Certification Exam? Visit site for Register Portfolio Management Certification Exam. Project Management certification questions and exam summary helps you to get focused on the exam. This guide also helps you to be on PMP exam track to get certified with good score in the final exam.
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