PMP Framework & PR - 3rd Edition

Institut de Formation
INSTITUT DE FORMATION
Tous droits réservés. Reproduction intégrale ou partielle interdite sans autorisation écrite de la part du titulaire des droits d’auteur.
Session de préparation à l’examen de
certification PMP
Project Management
Framework
Version 2.0 - Août 2005

Project Management Framework
Introduction générale
• Objectifs et plan de formation
• Le PMI et la certification PMP®
1. Definitions
2. Project Management Context
• Project Life Cycle
• Project Environment
• Organizations
• Processes and process groups
3. Professional Responsibility
Version 2.0 - Août 2005 Project Management Framework 2

Introduction
Objectif des sessions
• Formation en management de projet
• Terminologie PMI
• Préparation à l’examen
Suggestion de plan de préparation
• 8 sessions par groupe de 2 jours – 1 mois de pause
• Révisez entre chaque groupe de sessions
• Prévoir ~ 50 heures d’étude personnelle
• Apprenez la liste des processus par cœur

Introduction
Le PMI
• Association créée en 1969 pour valoriser le métier du management de
projet
• A la base de la norme ISO 10006 (management de la qualité appliqué à
la gestion de projet)
• Aujourd’hui la plus grande organisation non commerciale dans le
domaine de la gestion de projet : 210.000 membres dans 158 pays
• Présent dans tous les secteurs d’activité, et en particulier :
• Service informatique (20%), Constructeurs et éditeurs (19%),
• Finance (9%), Conseil en management (9%), Télécoms (9%)
• Dans chaque pays, le PMI dispose d’un “chapitre” national, dont le
chapitre de France qui comporte plusieurs antennes régionales.
• 130.000 PMPs (environ 1000 en France)
en nov. 2005, soit +30% par rapport à 2004

5
Introduction

Introduction
Le PMBOK
• What is the PMBOK ?
• An integrated body of knowledge encompassing
generally accepted good project management
practices

7
PMBOK p.13
Introduction

Introduction
Contenu du cours
• Les éléments du management d’entreprise non couverts
par le PMBOK® mais sujets à des questions d’examen :
• La responsabilité professionnelle (code d’éthique)
• Théories organisationnelles
• Leadership et communication
• Négociation, résolution de conflits
• Révision des bases du management de projet

• Analyse financière de projet
• Élaboration d’un WBS
• Méthodes de décision en gestion de projet

Introduction
Plan de formation
• Jour 1
• Introduction - 1 h
• Project Management Framework - 4 h
 Definitions
 PM Context
 Professional Responsibility
• Project Integration Management - 1 h
• Jour 2
• Project Integration Management - 3 h
• Project Scope Management - 3 h

Introduction
Plan de formation (suite)
• Jour 3
• Project Time Management - 4 h
• Project Cost Management - 3 h
• Jour 4
• Project Financial Assessment - 2 h
• Project Communications Management 5 h

Introduction
• Jour 5
• Project Quality Management - 4 h
• Project Human Resource Management - 3 h
• Jour 6
• Project Human Resource Management - 3 h
• Project Risk Management - 4 h

Introduction
• Jour 7
• Construire un WBS - 3 h
• Project Procurement - 4 h
• Jour 8
• Examen blanc - 4 h
• Correction / Stratégie de préparation - 3 h

Introduction
Processus de certification
Suivre min. 35 heures de cours auprès d’un organisme accrédité
S’inscrire comme membre du PMI (PMI Membership)
Remplir le dossier d’éligibilité pour l’examen (PMP Credential Handbook)
Attendre la prise en compte du paiement, le courrier d’éligibilité, et un
éventuel audit de votre dossier
Prendre un rendez-vous avec Thomson Prometrics pour passer l’examen
avec l’identifiant fourni dans le courrier d’éligibilité
PMP
®

14
Introduction

http://www.2test.com
L’examen

Introduction
L’examen
• QCM 200 questions – 4 heures
• Poids des questions :
• Initiating the Project 11%
• Planning the Project 23 %
• Executing the Project 27 %
• Monitoring and Controlling the Project 21 %
• Closing the Project 9%
• Professional and Social Responsibility 9%
• Note de passage : 106 / 175 = 60,6%
(25 questions ne comptent pas)

Introduction
Votre dossier d’éligibilité
• 4500 heures de gestion de projet
(36 mois non concurrents)
• Distribuées sur les 44 processus
• Contacts demandés
• 10% des dossiers sont audités
• 35 heures de formation en gestion de projet
• Truc: Commencez à compléter votre dossier dès
maintenant
Lire attentivement les instructions de rédaction ALTIOR

Definitions
What is a project ?
1. A project is temporary
• Has definite beginning and end
• No duration implied
1. Creates unique product or service

2. Because the product of the project is unique its
characteristics must be progressively elaborated
• Scope of the project should remain constant even
as the product’s characteristics are progressively
elaborated
PMBOK p.5

18
Definitions

Risk

Definitions
Project Management
• Application of knowledge, skills, tools and techniques
to activities to meet project requirements through the
use of processes.
• Projects are managed by teams and must deal with

competing demands for scope, time, cost, risk and
quality; stakeholders with different needs and
expectations; identified requirements
• Management by projects vs. project management

Definitions
Project Knowledge Areas
Integration Scope Time
Cost Quality Human resources
Communications Risk Procurement

Definitions
Scope : Boundaries / Changes
• How are we going to assess ? Who will approve ? Manage ?
Time : Schedule
• Which objectives ? What way ?
Cost : Budget estimating and tracking

• Who ? How ?
Quality : Level of accuracy

• Reporting to whom ? Who is responsible ? Of what ?
Risk : Identification of Threats & Opportunities

• Actions to implement
• Warning Systems
Human Resources
• Who ? When ? Competencies ? Responsibilities ?
Contract - Procurement
• With whom ? How ? What type of contracts ?
Information - Communications
• To whom ? When ? What kind of

Definitions
Risks
Probability,
impact & actions Procurement
Outsourcing
Quality
Do the right thing right
Communications
Information System
Cost
Budget, value, control
Human Resources
Productivity & efficiency
Time
Scope
Schedule, value, control
Needs, objectives and specs

Definitions
Programs
• Group of projects managed in a coordinated way to
obtain benefits not available from managing them
individually
Project Portfolio Management

• Selection and support of projects or programs
• May be performed by a Project Management Office
(PMO)
• Guided by the organization’s strategic plan

Definitions
H
Project types 2 3
T
0: Regular changes on organization’s lives. 0 1
1: Technically complex but not subject to relationship issues

2: Subject to relationship issues but no technical complexity
3: But complex from a technical and people views.
and strategy …
• market demand, organizational need, customer request,
technological advance, legal requirement, etc..

Definitions
Project Stakeholders
• Individuals and organizations actively involved in the
project or whose interest may be affected
• They may be positively or negatively affected by the

project’s outcome
• They can (and will) exert influence on the projet

Definitions
Key Stakeholders
• Project Manager
• Customer
• Paying
• Using
• Performing organization
• include subcontractors (and suppliers)
• Team member (include management team)
• PMO
• Sponsor
• Other organizations, lobbies, influencers

Definitions
PMO
Organizational Unit to centralize and coordinate the management
of projects under its domain
• provides support functions

• training, software, policies & procedures
• methodologies and templates
• centralized configuration management and risk mgt
• makes recommendations and / or decisions on projects
• selects and coordinates personnel on projects
• monitors projects
• timelines and budgets
• coordination of quality standards
Project Objectives (PM) ≠ Enterprise & Organizational objectives (PMO)

Definitions
The process of establishing clear and achievable objectives, measuring their
achievement, and adjusting performance in accordance with the results of the
measurement is called:
A Strategic planning.
B Contingency planning.
C Detailed planning.
D Management by objectives

Project Life Cycle
Definition
Phases tha t conne ct the b egin nin g of a project to its e nd
De pends on the indu stry a nd pro ducts, organizations…

Su bprojects can have distin ct project life cycles
≠ Pro duct life cycle (cf. operation s, upg rade p rojects , divestmen t…) !
•
•
∀
Organizational Points of Control

Phase 1 Phase 2 Phase 3 Phase 4
Project
Level
of effort
Time
See figure PMBOK p.24

Project Life Cycle
Common characteristics
• Phases are generally sequential and defined by a

technical transfer / handoff
• Cost & staffing  
• Risk  and cost of change 

• Stakeholders’s influence 

Project Life Cycle
Phases and deliverables
• A phase is marked by completion of a deliverable :
• Tangible work
• Verifiable
• Measurable
• The sequential logic of the deliverables defines the
characteristics of the product in the project life cycle
• Project phase is generally concluded with a review of
work accomplished : close current phase and/or initiate
next
project review ~ phase review ~ phase exits ~ stage gates ~ kill points
~ point of control ~ getting milestones
See figure PMBOK p.23

Project Life Cycle
Most project life cycle descriptions have the following characteristics in
common :
A Subprojects, which have their own project life cycle

B A planning and design phase where the product is designed, and where costs
and schedules are worked out
C A correlation between cost and staffing throughout the life of the project
D The same number of phases regardless of the type of project
Project sponsors have the greatest influence on the scope, quality, time and
cost of the project during the :
A Concept phase
B Development phase
C Execution phase
D Close-down phase

Project environment
Technological Infrastructure
• Complexity • Communications
• Transfer • Logistics
• Resource availability • Transport
Physical Economic
• Geography • Rate exchange
• Climate • Funding availability
• Ground, air, etc. • Economic factors

Project environment
Politico-legal Organizational
• Regulations • Hierarchy
• Political system • Decision chain
• Legal & fiscal systems • Autonomy
• Procedures
Socio-cultural • Relationship with other
• Project compatibility with organizational entities
values • Required collaboration
• Resistance to change • Expected support
• Procedures

Project environment
A group of related projects that are managed in a coordinated way that usually
include an element of ongoing activity is called a :
A Major project
B Project office
C Program
D Group of projects

Project environment
It is critical to complete a thorough
analysis of the project’s environment
• Key factors
• Current state
• Future state
• Potential impact (positive or negative)
• Plan of action

Organizations
2 types of project-based organizations
1. Organizations that performs primarily projects
under contract
2. Organizations adopting management by projects
Questions :
• How is the organization affecting the project ?
• What are the organization’s cultural values ?

Organizations
Organizational structures
• The functional organization
• The projectized organization
• The matrix organization
• Weak
• project expediter organization
• project coordinator organization
• Balanced
• Strong

The functional organization
Typical structure
Upper Management Project
coordination
Marketing Engineering Logistics
Staff Staff Staff
Staff Staff Staff

Staff Staff
Staff Staff Staff

Staff Staff
involved staff
Main characteristics & advantages
• Resources grouped by area of specialization
1. Mono-functional projects : within function
2. Pluri-functional projects : across functions
• Development of technical excellence
• Clear technical objectives and priorities
• Supervision by specialists
• Synergy among specialists
• Stable relations
• Control of quality and performance
• Team members report to only one supervisor
Main inconveniences
• Specialty first, project second
• “Project manager” has very little authority
• Difficulty in coordination between functions
• Nobody responsible for multi-functional projects
• Contribution to overall performance difficult to
measure
• Subordination of the project objectives to the
technical objectives

The projectized organization
Typical structure
Project
Coordination
Upper Management
Project Manager Project Manager Project

Manager
Staff Staff Staff

Staff
Staff Staff Staff

Staff
Staff Staff Staff

Staff

Main characteristics & advantages
• Operational freedom, autonomy, adaptability
• Project manager fully accountable
• Client-results orientation
• Clear overall responsibility and priorities
• Easier performance evaluation
• Schedule and cost consciousness
• Interdisciplinary contact
• Identification with project : motivation and loyalty
• Clear communication channels with stakeholders

Main inconveniences
• Duplication of facilities and job functions
• No “home” when project is done
• Inability to develop technical expertise
• Less efficient use of resources

The matrix organization
Weak Matrix
Upper Management
IS/IT Marketing Engineering
Staff Staff Staff

Staff
Staff Staff Staff

Staff
Staff Staff Staff

Staff Staff Staff
Project
Coordination

Balanced Matrix
Upper Management
Staff Staff Staff

Staff
Staff Staff Staff

Staff
Project Manager Staff Staff

Project Manager Staff Staff
Project
Management

Strong (tight) Matrix
Upper Management
Manager of
Project Managers
Project
Staff Staff Staff
Staff Manager
Project
Staff Staff Staff
Staff Manager
Project
Staff Staff Staff
Staff Staff Staff Manager
Project
Coordination

Main advantages
• Combines advantages of both functional
and project structures
• Project objectives highly visible
• Improved project manager authority
• Trade-off and balance among :
• cost-time-quality
• projects
• Better distribution of information
• horizontally and vertically
• More efficient use of scarce resources

Main inconveniences
• Administrative complexity (policies & procedures)
• Staffing requires extensive negotiations
• Team members report to at least 2 supervisors
• Priority conflict between functional managers and PM
• Added complexity to monitor and control

Project manager’s role …
• Responsibility for results
• Liaisons with client & other stakeholders
• Shared responsibility for personnel evaluation and
promotion decisions
• Development of management standards & methods
• Determines “when” and “what”

… vs Functional manager’s role
• Technical quality of projects
• Development of technical excellence
• Efficient use of department resources
• Personnel management
• Development of technical standards & methods
• Corporate memory
• Determines “who” and “how”

The project-function interface
Project
manager’s
Functional
authority
head’s
authority
Functional Weak Balanced Strong Project

Structure Matrix Matrix Matrix Structure

Main impacts : on organization
• Lateral relations
• Ambiguity and gray areas
• Shared and individual accountability
• Multiple command structures
• Flexibility and adaptability
• Conflicting relations
• Decentralized decision making
• Participative decision making

Main impacts : on top management
• Increased need to manage
• power balance between projects and functions
• circulation of information
• decision-making process
• climate or culture

Main impacts : on functional managers
• sharing resources
• conflicts with functional priorities
• increased complexity in :
• workload planning
• control
• evaluation
• maintaining “l’esprit de corps” within function

Main impacts : on specialized resources
• Insecurity and frustration caused by
• Temporary relations
• Dual command
• Shared responsibility
• Conflicts
• More horizontal communications
• Increased technical interdependencies and project
constraints
• Greater need for compromise
• Sharing of time among various obligations

Project expediter organization
Typical structure
Upper Management
Staff Staff Staff

Staff
Staff Staff Staff

Staff
Staff Staff Staff

Staff Staff Staff
ext Project
Coordination

Main characteristics
• The expediter provides assistance on an
as-needed basis
• He forwards decision to be made by management
 Fits functional organization and

small projects

Role of the expediter
• Little formal authority
• Staff assistant role
• Makes few decisions on own
• Responsibility lies in assuring timely arrival of materials
and completion of tasks
• Communicate back problems
• Can offer suggestions and recommendations
• Must motivate workers over whom he/she has no authority
• Must persuade those in positions of authority to keep
projects moving

Project coordinator organization
Typical structure
Upper Management
Project
Coordination
Staff Staff Staff

Staff
Staff Staff Staff

Staff
Staff Staff Staff

Staff Staff Staff

Main characteristics and advantages
• Staff person moved out of regular job reporting to
higher level manager in hierarchy
• Higher authority to assign work to individuals across
range of functional organizations
 Used by top management for

strategic studies

Main inconveniences
• Shared authority : worker must satisfy two bosses
functional manager still responsible for

performance of workers in the
accomplishment of project activities
• upper level management not ready to cope with problems
arising from shared authority
• line-staff project manager reporting to a division have no
authority over those portions of project in other divisions

Organizations
Organizational Structure Influences on projects
PM
Organization Functional Matrix Projectized
Type
Project
Characteristics
Weak Matrix Balanced Matrix Strong Matrix
Project Manager’s Little or none Limited Low to Moderate to high High to almost
Authority Moderate total
% of personnel Virtually none 0-25% 15-60% 50-95% 85-100%
assigned full time
Project Manager’s Part time Part time Full time Full time Full time
Role
Common Titles of Project Project Project Manager Project Manager / Project Manager /
Role Coordinator / Coordinator / / Project Officer Program Program
Project Leader Project Leader Manager Manager
PM Administrative Part time Part time Part time Full time Full time
Staff

Organizations
An authority continuum
Type of organization PM authority
Functional P.M. = has no authority outside function

Matrix P.M. = permanent position outside functional depts;
shares authority with functional heads
Weak
PE P.M. = staff position to functional head;

communication
PC P.M. = staff position to upper management;
authority to assign mandates
Balanced
Strong
Projectized Multi-project P.M. = authority over resources;

sharing resources among projects
Single Project P.M. = exclusive authority over resources

Organizations (and PM authority)
A project manager works in a company favoring the weakest authority for the
project manager. The type of organization that holds the project manager to be
the weakest is :
A Projectized organization
B Strong matrix organization
C Weak matrix organization
D Balanced matrix

Organizations (and projects)
Complex projects, involving cross-disciplinary efforts, are MOST effectively
managed by :
A Multiple lead project managers

B A functional organization
C A strong matrix organization
D A strong traditional manager
A company has signed a contract for new work that is different from work that
they have done before. The company's strategic plan calls for much of this
kind of work in the future. It is important that they be able to bring the correct
shared resources to work on different parts of the contract. The type of
organization that this suggests is a :
A Functional organization
B Contractor organization
C Matrix organization
D Pure project organization

Organizations (and projects)
The manager of a large corporation wants to sign a contract to build a nuclear
power plant in Botswana several thousand miles away from the home office.
The project will take several years to build and test.
What type of organization will be best for managing this project ?
A Functional organization
B Contractor organization
C Matrix organization
D Pure project organization
A large, complicated software development project is being contemplated by a

large company. The project will be done as part of a company strategic plan.
The project will be multifunctional and will require many of the project team
members to work on multiple other projects during the life of this project. The
best kind of organization to support this project is which of the following ?
A Projectized
B Functional
C Strong matrix
D Weak matrix
Organizations (and HR)
A project manager wants to do as much as she can to help in developing her
project team. A key barrier to project team development is which of the
following ?
A Strong matrix management structure

B Major problems that delay the project completion date or budget targets
C Team members who are accountable to both functional and project managers
D Formal training plans that cannot be implemented
A project manager wants to have some of the people trained on his project
team. The project team is working in a balanced matrix organization.
Generally, the approval for this training should come from which of the
following managers?
A Project manager
B Executive manager
C Functional manager
D Human resources manager

Organizations (and Communications)
There are many ways to organize projects. The persons involved with these
projects have several titles that describe their management responsibilities.
Which of the following titles describes a person that has a PRIMARY
responsibility for communications ?
A Project manager
B Project manager in a strong matrix environment
C Project manager in a weak matrix environment
D Project expediter
Communication barriers are a more frequent source of conflict in matrix and

projectized environments than functional organizations for all the following
reasons EXCEPT :
A Communication is the prime focus of an expediter type of project manager

B Team members are often physically separated in a matrix or project
environment
C There are increased number of levels of authority in a matrix or project
environment
D Team members are often separated in the timing of their contributions to a
matrix or project environment

PM Processes
Definitions
• Project management is considered as a number of
inter-linked processes
• It is an integrative endeavor
• A process is a series of actions bringing about a result
(value)
• A process is described by its inputs, outputs
(documents), and tools and techniques
(mechanism applied to the inputs to create the outputs)
• Processes are performed by people

PM Processes
Process types
• Product oriented processes are concerned with
specifying and creating the project product
• Project management processes are concerned with
describing and organizing the work of the project

Process Groups
Planning
Initiating
Executing
Monitoring and
Controlling
Closing
See PMBOK p. 40 : PDCA Cycle

Process Groups
phase 1 phase 2
Initiating Planning
Initiating Planning
Executing
Executing
Monitoring &
Monitoring &
Controlling
Controlling
Closing
Closing
Rolling wave
planning
Process Groups
Process groups & project life cycles
Organizational Points of Control
Phase 1 Phase 2 Phase 3 Phase 4
Project Concept Development Execution Closing
Initiati Planni
ng ng
Initiati Planni
Initiati Planni Execut ng
Planni ng ng
Initiati ng ing
ng Control Execut
ng Execut ling ing
Execut ing Control
ing Control Closi ling
Control ling
Level ling
Closi
ng
Closi
ng
Closi ng
of effort ng
Time
Executing
Phase Planning
Processes
Processes
Controlling
Initiating
Processes Closing
Level Processes Processes
of effort

Initiating Processes
Planning
Integration processes
Develop project
charter
Executing
processes
Integration
Develop preliminary
project scope
statement
Monitoring &
controlling
processes

Planning Processes
Integration Scope Scope
Develop project Scope Scope Monitoring &
management plan planning definition
Initiating controlling
Time processes
processes Scope Activity
Time
Create WBS Activity resource definition
estimating
Time
Risk Cost Activity duration
Risk management Cost estimating estimating
planning
Risk Cost
Risk Cost budgeting
identification
Time
Human Resources Activity
Risk Human resource sequencing
Qualitative planning
Risk analysis
Quality Time
Risk Quality Schedule
Quantitative planning development
Risk analysis
Communications
Communications Executing
planning processes
Procurement Procurement
Plan purchases Plan contracting
and acquisitions
Closing
Risk
Risk response processes
planning

Executing Processes
Monitoring &
Quality controlling
Perform quality
assurance processes
Human Resources
Acquire project
team
Integration Human Resources Communications

Direct and manage Develop project Information
project execution team distribution
Procurement Procurement
Request seller Select seller
Planning responses
Closing
processes processes

Controlling Processes
Scope
Scope
verification
Scope
Scope control
Integration Time
Monitor & control Schedule
project work control
Cost
Cost
control
Quality
Perform quality
Planning control Closing
Procurement
processes Contract processes
administration
Human Resources
Manage project
team
Integration Communications
Integrated change Manage
control stakeholders
Risk
Executing Risk monitoring
And control
processes Communications
Performance
reporting

Closing Processes
Planning
processes
Integration
Close project
Executing
processes
Procurement
Contract
Closure
Monitoring &
controlling
processes

80
Test : Framework

Professional Responsibility
PMI Members must :
1. Maintain high standards of integrity
2. Accept responsibility for actions
3. Seek to enhance professional capabilities
4. Practice with fairness and honesty
5. Encourage others to act in an ethical and
professional manner

Professional responsibility
Maintain high standards of integrity
• Be honest
• Follow the law
• Protect Intellectual property
• Project first
• Stay away from bribes
• Report violations

Accept responsibility for actions
• Deal with problems and conflicts as they arise
• Involve management when the team can’t
resolve

Seek to enhance professional capabilities
• Continue to learn
• Stay aware of best practices and researches
on project management topics
• Understand your strengths and weaknesses
• Plan your professional development

Practice with fairness and honesty (1)
• Balance stakeholders’ interests
• Get clear and concise requirements
• Actively look for competing needs and objectives
• In conflict management, the customer’s needs go first
• Interact with your team and all stakeholders in
a professional and cooperative manner
• Understand cultural differences
• Understand communication preferences when identifying
stakeholders
• Respect different work ethics of team members
• Provide training

Practice with fairness and honesty (2)
• Contribute to the project management KB
• Share lessons learned
• Support the education of others on project mgmt
• Coach other project managers

and..
Encourage others to act in an ethical
and professional manner

PMI Member Code of Ethics (1)
1. professional behavior
• Disclose conflicts of interest
• Refrain from offering or accepting illegal payments
• Conduct research honestly and impartially and
maintain complete research records
• Respect and protect IP
• Seek to enhance their skills
• Truthfully represent their qualifications
2. relationships with clients, employers, and public
• Provide clients and employers with honest infor-
mation about qualifications and project estimates
• Respect implicit non disclosure agreement
• Do not take advantage of information acquired
during mission
• Comply with all applicable laws and customs
• Protect the public from harm

3. obligations to PMI
• Respect the rules and procedures of the PMI
• Do not engage in activities to compromise the
reputation or property of PMI
• Cooperate with PMI to review possible ethics or
rule violations
• Provide accurate and complete information to PMI

PMP Code of Professional Conduct
(specific responsibilities)
• Provide accurate and complete information concerning the
certification program
• Report violations of the PMP Code of conduct, and cooperate
with PMI regarding these violations
• Provide truthful info on your experience and performance
• Support and disseminate the PMP Code of conduct to other
certificants
• Provide truthful information about project expected results
• Maintain and satisfy scope and objectives of professional
services

The following are inputs you should consider when gathering data for an ethical
decision (choose all that apply )
A Customer correspondence
B Third-party opinions
C Legal reviews
D Interviews with involved parties
While managing a team of programmers, you are approached by a team

member who voices displeasure about a co-worker. You take what you believe
to be appropriate measures to ease the tension between the two employees,
but the problem continues. Which of the following should you do next ?
A Consult the Human Resources Department.

B Discipline the employee who is creating the problem.
C Inform the employee who complained to 'take it or leave'.
D Discipline the employee who keeps complaining.

You are a project manager working on contract for a mid-size pharmaceutical
company. You have just completed execution activities and notice that this
project will be completed on time, but 15% percent under budget. Given that
the client could be saving 15% of the estimated cost, this would mean your
personal bonus and profit to your company would also be reduced. Given the
situation, Which of the following should you do?
A Include activities to lengthen the contract, thus adding the extra 15% to the
total.
B Bill the client for the full cost of the agreed contract.
C Add additional requirements that were removed due to cost restraints.
D Inform the client that the project was completed on time and under budget.
When it appears that a design error will interfere with meeting technical
performance objectives, the PREFERRED response is to :
A Decrease the performance value to equal the assessed value

B Develop alternatives solutions to the problem
C Increase the specified value to set a new performance goal
D Reduce the overall technical complexity of the projet

You are building a water treatment facility. Routine tests reveal that there are
contaminants in the water but that they have an extremely low risk for causing
any sickness. As the project manager, you should :
A Inform the public that a detailed examination has been ordered to determine
the extent to which the problem exists
B Do nothing because there is extremely low risk for sickness except for some
effects on small children and the elderly
C Tell the public there is no problem, except for small children and the elderly
who need to boil the water before drinking
D Educate the public about the advances on water treatment technology and the
industry efficiency and safety record

95
Test : Professional Responsibility

96

Questions

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Institut de Formation

Version 2.0 - Août 2005

Project Management Framework

Version 2.0 - Août 2005 Project Management Framework 2

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en nov. 2005, soit +30% par rapport à 2004

Project Management Framework

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Project Management Framework

• Révision des bases du management de projet

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Project Management Framework

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Lire attentivement les instructions de rédaction ALTIOR

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1. Creates unique product or service

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Project Management Framework

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• Projects are managed by teams and must deal with

• Management by projects vs. project management

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Integration Scope Time

Cost Quality Human resources

Communications Risk Procurement

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Cost : Budget estimating and tracking

Quality : Level of accuracy

Risk : Identification of Threats & Opportunities

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Project Portfolio Management

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1: Technically complex but not subject to relationship issues

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• They may be positively or negatively affected by the

• They can (and will) exert influence on the projet

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• provides support functions

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Project Life Cycle

De pends on the indu stry a nd pro ducts, organizations…

Organizational Points of Control

See figure PMBOK p.24

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Project Life Cycle

• Phases are generally sequential and defined by a

• Risk  and cost of change 

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Project Life Cycle

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Project Life Cycle

A Subprojects, which have their own project life cycle

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PMP Framework & PR - 3rd Edition

PMP Framework & PR - 3rd Edition