# The work authorization system is a part of your company’s Enterprise Environmental Factors. It defines how work is assigned to people to ensure that the work
is done at the right time and in a proper sequence.
# Confronting (Collaborate, Problem Solve) means figuring out the cause of the problem and fixing it.
# Some questions on the exam might ask you about how to operate in another country. In this case, the question is about whether or not something is a bribe. Clearly, if it is a bribe, you can’t pay it. But is it? If a payment to a government official (or anyone else) is customary, then it’s not a bribe. You should go ahead and pay the police—as long as it is acceptable and legal in that country.
# The project scope management plan may be important in your project. It tells you exactly how you’ll create the project scope, define the WBS, validate that the work has been done, and make changes to the scope. But it doesn’t tell you about specific assumptions that you and the team have made, or constraints on your project. You find those in the scope baseline (which contains the scope statement), in the requirements documentation and in the charter.
# Validated Changes aren’t an input—they’re the output. The most important part of the Control Quality process is that your team has to inspect each deliverable in order to verify that it meets its requirements. What do you need to do that? First you need the deliverables. And Quality Checklists are really useful too, because they help you inspect each deliverable. You need Work Performance Data, because that tells you how well the team is doing the job.
# Analyzing and improving processes is part of quality assurance.
# Quality control measurements are an input to quality assurance.
# Managing stakeholder engagement means working and communicating with stakeholder to meet their expectations. The change log (output from Perform IntegratedChange Control)
# Archiving the project documents is a must and has to be done.
# There are two categories of project selection methods:
Benefit Measurement Methods: Benefit Measurement is a project selection technique based on the present value of estimated cash outflow and inflow. Cost benefits are calculated and then compared to other projects to make a decision. The techniques that are used in Benefit Measurement are as follows: Benefit/Cost Ratio, Economic Model, Scoring Model, Payback Period, Net Present Value, Discounted Cash Flow, Internal Rate Of Return, Opportunity Cost.
Constrained Optimization Methods : Also known as the Mathematical Model of Project Selection, are used for larger projects that require complex and comprehensive mathematical calculations. The following is the list of techniques used in the Mathematical Model of project selection: Linear Programming, Non-linear Programming, Integer Programming, Dynamic Programming
Basic thumb rule is: For small projects the Benefit Measurement Model is useful, whereas if it’s a large, complex project, the Constrained Optimization Method is a better fit.
# Root cause analysis is included in process analysis.
# Rank ordering and focus on the most critical issues is the benefit of a pareto chart.
# Constructive change = buyer and seller cannot reach an agreement on compensation for change or cannot agree that a particular change has occured.
# Measuring customer satisfaction is part of the closing activities according to best practices and to the PMI Role Delineation Study.
is done at the right time and in a proper sequence.
# Confronting (Collaborate, Problem Solve) means figuring out the cause of the problem and fixing it.
# Some questions on the exam might ask you about how to operate in another country. In this case, the question is about whether or not something is a bribe. Clearly, if it is a bribe, you can’t pay it. But is it? If a payment to a government official (or anyone else) is customary, then it’s not a bribe. You should go ahead and pay the police—as long as it is acceptable and legal in that country.
# The project scope management plan may be important in your project. It tells you exactly how you’ll create the project scope, define the WBS, validate that the work has been done, and make changes to the scope. But it doesn’t tell you about specific assumptions that you and the team have made, or constraints on your project. You find those in the scope baseline (which contains the scope statement), in the requirements documentation and in the charter.
# Validated Changes aren’t an input—they’re the output. The most important part of the Control Quality process is that your team has to inspect each deliverable in order to verify that it meets its requirements. What do you need to do that? First you need the deliverables. And Quality Checklists are really useful too, because they help you inspect each deliverable. You need Work Performance Data, because that tells you how well the team is doing the job.
# Analyzing and improving processes is part of quality assurance.
# Quality control measurements are an input to quality assurance.
# Managing stakeholder engagement means working and communicating with stakeholder to meet their expectations. The change log (output from Perform IntegratedChange Control)
# Archiving the project documents is a must and has to be done.
# There are two categories of project selection methods:
Benefit Measurement Methods: Benefit Measurement is a project selection technique based on the present value of estimated cash outflow and inflow. Cost benefits are calculated and then compared to other projects to make a decision. The techniques that are used in Benefit Measurement are as follows: Benefit/Cost Ratio, Economic Model, Scoring Model, Payback Period, Net Present Value, Discounted Cash Flow, Internal Rate Of Return, Opportunity Cost.
Constrained Optimization Methods : Also known as the Mathematical Model of Project Selection, are used for larger projects that require complex and comprehensive mathematical calculations. The following is the list of techniques used in the Mathematical Model of project selection: Linear Programming, Non-linear Programming, Integer Programming, Dynamic Programming
Basic thumb rule is: For small projects the Benefit Measurement Model is useful, whereas if it’s a large, complex project, the Constrained Optimization Method is a better fit.
# Root cause analysis is included in process analysis.
# Rank ordering and focus on the most critical issues is the benefit of a pareto chart.
# Constructive change = buyer and seller cannot reach an agreement on compensation for change or cannot agree that a particular change has occured.
# Measuring customer satisfaction is part of the closing activities according to best practices and to the PMI Role Delineation Study.
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