AUC-Knowledge Questions

PMP® KNOWLEDGE
QUESTIONS
ASADULLAH CHAUDHRY
Founder & CEO – AUC Technologies
1
Asad Ullah Chaudhry
Asad Ullah Chaudhry, an Oxford graduate, Masters from Stanford University, and a long term PgMP®, PMP®, and
ACP® practitioner.
He currently runs a project-focused consultancy and training company, AUC (Pvt.) Ltd; an innovative company:
coaching more than a score of organizations. He has also trained more than 10,000 project management
professionals.
Asad possesses diversified experience in Strategic Management, Design Thinking, Portfolio Management, Change
Management, Information Technology, Business Process Redesign, and Supply Chain Management. He has a
particular and cherished association with strategy execution through project management.
Asad is working with organizations to align strategies with initiatives, Portfolio Management, Project and Program
Management Office (PMO) Setup, Technology Evaluation, and Project Implementations. He has successfully
worked on many initiatives, including: Setting up Portfolio Management Office in Pakistan Air Force, Implementing
Project Management Office in Meezan Bank, ERP Project Implementation for Burque Corporation, ERP Project
Planning and PMO Setup for Pakistan Army, Core Banking Project Implementation and PMO Setup for National
Bank of Pakistan, PMO Setup for Jaffer Brothers, PMO setup for Kalsoft, and PMO Setup for Emmaculate.
As a facilitator, he has more than 300 international events, to his credit, in four continents, the Americas, Europe,
Africa and Asia. He uses an innovative corporate case study based approach to transform organizational projects.
Globally, he has contributed to PMI’s Standard for Portfolio Management and PMO Awareness, - which led to him
being selected as one of the 25 global leaders for “Masters in Leadership Program”.
CONTENTS
Session 1: Project Program portfolio ..................................................... 4

Session 2: Life cycle ................................................................................ 7
Session 3: Organization Structure ........................................................ 10
Session 4: Initiation process group ...................................................... 13
Session 5: Stakeholder Management .................................................. 16
Session 6: Communication Management ............................................ 19
Session 7: Planning Process Group ...................................................... 24
Session 8: Scope Baseline ..................................................................... 26
Session 9: Quality ................................................................................. 29
Session 10: WBS ACtivities ................................................................... 34
Session 11: Estimate resource duration ............................................... 37
Session 12: Risk Management.............................................................. 40
Session 13: Schedule and Cost baseline ............................................... 45
Session 14: Procurement...................................................................... 48
Session 15: Executive Deliverables ...................................................... 53
Session 16: Manage Changes ............................................................... 58
Session 17: Monitor control performance ........................................... 61
Session 18: Closing Process Groups ..................................................... 65
AUC | Partner In Transformation SESSION 1: PROJECT PROGRAM PORTFOLIO
SESSION 1: PROJECT PROGRAM PORTFOLIO
1. Is it a Project?
2. Do we need Project Management?
4
3. What is our success criteria output or outcome?
4. Can we relate our projects with organization strategic objectives?
5
5. What are key functions of Portfolio management?
6
AUC | Partner In Transformation SESSION 2: LIFE CYCLE
SESSION 2: LIFE CYCLE
1. Why we need project life cycle?
2. Is it a project life cycle or process group?
7
3. How we can connect project life cycle phases?
4. Can you differentiate predictive versus adaptive approach?
8
5. How you decide which lifecycle approach is needed for your

project?
9
AUC | Partner In Transformation SESSION 3: ORGANIZATION STRUCTURE
SESSION 3: ORGANIZATION STRUCTURE
1. Can you differentiate PM role in functional versus project

organization?
2. Can you differentiate PM role in matrix organizations?
10
3. What benefits you can provide with your PMO?
4. Can you differentiate type of PMOs with their functions?
11
5. Can you differentiate the role of PMO Manager versus PM

Manager?
12
AUC | Partner In Transformation SESSION 4: INITIATION PROCESS GROUP
SESSION 4: INITIATION PROCESS GROUP
1. Can you define the purpose of project initiation process group?
2. What are project initiation scenarios?
13
3. Can you differentiate project versus phase initiation activities?
4. What are key contents of project charter?
14
5. Differentiate the role of Project Manager & Sponsor in Project

Initiation?
15
AUC | Partner In Transformation SESSION 5: STAKEHOLDER MANAGEMENT
SESSION 5: STAKEHOLDER MANAGEMENT
1. Who are your internal and external stakeholders?
2. What is the role of sponsor in your project?
16
3. Can you differentiate user versus customer?
4. What are the tools to analyze stakeholders?
17
5. What strategies you need to apply to engage stakeholders?
18
AUC | Partner In Transformation SESSION 6: COMMUNICATION MANAGEMENT
SESSION 6: COMMUNICATION MANAGEMENT
1. Can you provide examples of formal, informal, written and oral

communications?
2. Can you differentiate communication methods with examples

and situations?
19
3. Can you perform communication analysis by utilizing

communication channel?
4. Why is it important to understand communication model for

communication plan?
20
5. Can you identify and document the key contents of

communication management plan?
6. Write the examples of manage communication process beyond

distribution?
21
7. Enlist the factors that will influence the choice of communication

technology with examples?
8. Provide examples of cultural and political awareness utilization in

projects?
22
9. Differentiate project communication artifacts and work

performance information in communication?
10. Differentiate and resemble monitor communications and monitor

stakeholder engagement process?
23
AUC | Partner In Transformation SESSION 7: PLANNING PROCESS GROUP
SESSION 7: PLANNING PROCESS GROUP
1. Which component of project management is missing project

management and why?
2. Can you differentiate project management plan and project

document?
24
AUC | Partner In Transformation SESSION 7: PLANNING PROCESS GROUP
3. How can you determine and classify the efforts of project

management needed in projects?
25
AUC | Partner In Transformation SESSION 8: SCOPE BASELINE
SESSION 8: SCOPE BASELINE
1. What is difference between requirement and scope?
2. Can you differentiate multiple requirements types?
26
3. Can you differentiate the requirement gathering techniques?
4. Why you need product analysis technique for scope statement?
27
5. Can you differentiate between In Scope versus Out of Scope?
28
AUC | Partner In Transformation SESSION 9: QUALITY
SESSION 9: QUALITY
1. Differentiate Quality management processes with purpose and

key outputs?
2. Differentiate quality versus grade concepts with examples?
29
3. Differentiate Cost of Quality components with examples?
4. Differentiate Quality management plan and quality report?
30
5. What is the role of organizational quality departments in project

quality?
6. Who is responsible to perform quality audit in project and what

value it provides?
31
7. Differentiate between the checklists and check sheets with

examples?
8. Differentiate between 7 quality tools with examples?

9. How do you define and measure quality metrics?
10. What is the benefit of using DFX for project quality?

AUC | Partner In Transformation SESSION 10: WBS ACTIVITIES
SESSION 10: WBS ACTIVITIES
1. Why we need work breakdown structure?
2. What are the components of work breakdown structure?
34
3. How many documents are in scope baseline?
4. What is the difference of decomposition in WBS and in define

activities?
35
5. Why milestones are important?
36
AUC | Partner In Transformation SESSION 11: ESTIMATE RESOURCE DURATION
SESSION 11: ESTIMATE RESOURCE DURATION
1. What is the benefit of sequencing?
2. Why we need responsibility assignment matrix?
37
3. What value resource histogram provides?
4. What is the difference between bottom-up and parametric

estimation?
38
5. What are cost estimation types?
39
AUC | Partner In Transformation SESSION 12: RISK MANAGEMENT
SESSION 12: RISK MANAGEMENT
1. What is the difference between risk and issue with examples?
2. What are the examples of positive and negative risks?
40
3. What is the difference between risk management plan and risk

register and risk report?
4. What is the difference between qualitative and quantitative risk

analysis with examples?
41
5. How to utilize decision tree using EMV?
6. What is the difference between risk exploitation and

enhancement?
42
7. What is the difference between risk avoidance and mitigation?
8. What is the difference between fallback and workaround?

9. What is the difference between secondary versus residual risks?
10. Why we need risk audits and when?

AUC | Partner In Transformation SESSION 13: SCHEDULE AND COST BASELINE
SESSION 13: SCHEDULE AND COST BASELINE
1. Why critical path is important in project schedule?
2. Can you compress schedule without compromising on scope &

quality?
45
3. What is the impact of resource levelling on project schedule?
4. What is the difference between cost baseline and project budget?
46
5. What is the difference between contingency and management

reserves?
47
AUC | Partner In Transformation SESSION 14: PROCUREMENT
SESSION 14: PROCUREMENT
1. Explain the expectations from Project Manager in procurement

process?
2. What are roles and responsibilities of buyer and seller from

project management perspective?
48
3. Differentiate contract types with examples?
4. List source selection methods with application and examples?
49
5. Differentiate with examples procurement management plan,

procurement strategy, SOW and Bid Documents?
6. What are the reasons of significant differences in independent

cost estimates?
50
7. List down the cases related to bidder conference?
8. Differentiate the purpose of inspection and audit during

procurement control with relevant documents?
9. Document the cases of change and claim management in project

procurement?
10. Document the procurement closure strategies and documents?

AUC | Partner In Transformation SESSION 15: EXECUTIVE DELIVERABLES
SESSION 15: EXECUTIVE DELIVERABLES
1. What is the importance of pre-assignment?
2. What are common issues with virtual team?
53
3. What is the benefit of colocation?
4. What are advantages and disadvantages of team and individual

rewards?
54
5. Can you differentiate the activities of Tuckman ladder?
6. What skills are required to negotiate for resources?
55
7. What is the difference between verified and accepted

deliverable?
8. What is the difference between Control Quality and Validate

Scope?
56
9. What are the advantages of personnel assessment for team

building?
10. What are inspection types?

AUC | Partner In Transformation SESSION 16: MANAGE CHANGES
SESSION 16: MANAGE CHANGES
1. How many types of change requests are?
2. What is the difference between corrective and preventive action?
58
3. What is the workflow of processing change requests in project?
4. What is the role of project manager in facilitating the change?
59
5. Why we need to focus on configuration management?
60
AUC | Partner In Transformation SESSION 17: MONITOR CONTROL PERFORMANCE
SESSION 17: MONITOR CONTROL PERFORMANCE
1. What is the difference between lagging and leading indicator?
2. Can you differentiate between metric and KPIs?
61
3. Can you calculate schedule and cost variances?
4. Can you calculate schedule and cost performance index?
62
5. Can you calculate estimate at cost?
6. Can you calculate estimate to complete?
63
7. Can you calculate to complete performance index?
64
AUC | Partner In Transformation SESSION 18: CLOSING PROCESS GROUPS
SESSION 18: CLOSING PROCESS GROUPS
1. What is the difference between project versus phase closing?
2. What are examples of administrative closure activities?
65
3. Differentiate project documents and project closure documents?
4. Can you list the tools to obtain final feedback from stakeholders?
66
5. What are the main components of final project report?
67

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PMP® KNOWLEDGE

Session 1: Project Program portfolio ..................................................... 4

SESSION 1: PROJECT PROGRAM PORTFOLIO

2. Do we need Project Management?

3. What is our success criteria output or outcome?

4. Can we relate our projects with organization strategic objectives?

5. What are key functions of Portfolio management?

SESSION 2: LIFE CYCLE

1. Why we need project life cycle?

2. Is it a project life cycle or process group?

3. How we can connect project life cycle phases?

4. Can you differentiate predictive versus adaptive approach?

5. How you decide which lifecycle approach is needed for your

SESSION 3: ORGANIZATION STRUCTURE

1. Can you differentiate PM role in functional versus project

2. Can you differentiate PM role in matrix organizations?

3. What benefits you can provide with your PMO?

4. Can you differentiate type of PMOs with their functions?

5. Can you differentiate the role of PMO Manager versus PM

SESSION 4: INITIATION PROCESS GROUP

1. Can you define the purpose of project initiation process group?

2. What are project initiation scenarios?

3. Can you differentiate project versus phase initiation activities?

4. What are key contents of project charter?

5. Differentiate the role of Project Manager & Sponsor in Project

SESSION 5: STAKEHOLDER MANAGEMENT

1. Who are your internal and external stakeholders?

2. What is the role of sponsor in your project?

3. Can you differentiate user versus customer?

4. What are the tools to analyze stakeholders?

5. What strategies you need to apply to engage stakeholders?

SESSION 6: COMMUNICATION MANAGEMENT

1. Can you provide examples of formal, informal, written and oral

2. Can you differentiate communication methods with examples

3. Can you perform communication analysis by utilizing

4. Why is it important to understand communication model for

5. Can you identify and document the key contents of

6. Write the examples of manage communication process beyond

7. Enlist the factors that will influence the choice of communication

8. Provide examples of cultural and political awareness utilization in

9. Differentiate project communication artifacts and work

10. Differentiate and resemble monitor communications and monitor

SESSION 7: PLANNING PROCESS GROUP

1. Which component of project management is missing project

2. Can you differentiate project management plan and project

3. How can you determine and classify the efforts of project

SESSION 8: SCOPE BASELINE

1. What is difference between requirement and scope?

2. Can you differentiate multiple requirements types?

3. Can you differentiate the requirement gathering techniques?

4. Why you need product analysis technique for scope statement?

5. Can you differentiate between In Scope versus Out of Scope?

1. Differentiate Quality management processes with purpose and

2. Differentiate quality versus grade concepts with examples?

3. Differentiate Cost of Quality components with examples?

4. Differentiate Quality management plan and quality report?

5. What is the role of organizational quality departments in project

6. Who is responsible to perform quality audit in project and what

7. Differentiate between the checklists and check sheets with

8. Differentiate between 7 quality tools with examples?

9. How do you define and measure quality metrics?

10. What is the benefit of using DFX for project quality?

SESSION 10: WBS ACTIVITIES

1. Why we need work breakdown structure?