1.2.

1 – Projects
Definition of a Project

A project is a temporary endeavor undertaken to create a unique product, service, or result.

Key Characteristics

1. Unique Product, Service, or Result

Projects are initiated to fulfill specific objectives by producing deliverables.

 Objective: A desired outcome, such as a strategic position, purpose, result, product, or

service.
 Deliverable: A unique and verifiable product, result, or capability required to complete a
process, phase, or project. Can be tangible or intangible.

Examples of Deliverables:

 A unique product (e.g., new component, system enhancement, or end item).

 A unique service or capability (e.g., a business function).
 A unique result (e.g., research findings or documentation).
 A combination of products, services, or results (e.g., a software application with user
manual and support services).

Note: Repetitive elements (e.g., similar materials in different buildings) may be present, but the
project remains unique due to variations like location or design.

 Organizational Levels: Projects occur at all levels and can involve individuals, teams,
departments, or even span multiple organizations.

Examples of Projects (Know these!):

 Developing a new pharmaceutical compound

 Expanding a tour guide service
 Merging two organizations
 Improving a business process

2. Temporary Endeavor

Projects:

 Have a definite beginning and end.

 May vary in duration – temporary doesn't mean short.

Project End Conditions:

 Objectives achieved
 Objectives can no longer be met
  Funding is depleted
 Project is no longer needed (e.g., customer cancellation, strategic change)
 Resources are no longer available
 Project terminated due to legal or strategic reasons

Note: Project deliverables may last beyond the project's duration (e.g., a national monument).

3. Drives Change

 Projects are designed to move an organization from a current state to a future state.
 This transformation may involve a transition state.
 A project is deemed successful when it enables the organization to reach its desired future
state and meet its objectives.
Project Fundamentals – Extended Notes

Enabling Business Value Creation

 Business Value (PMI Definition):

The net quantifiable benefit derived from a business endeavor—can be tangible,
intangible, or both.
 Business Value (Business Analysis Perspective):
The return (in time, money, goods, or intangibles) received in exchange for something.
 Project Business Value:
The specific benefit a project provides to its stakeholders, again, tangible or intangible.

Examples of Tangible Elements:

 Monetary assets
 Stockholder equity
 Utility
 Fixtures
 Tools
 Market share

Examples of Intangible Elements:

 Goodwill
 Brand recognition
 Public benefit
 Trademarks
 Strategic alignment
 Reputation

Project Initiation Context

(Factors Leading to Project Initiation – see Figure 1-2)

Projects may be initiated to:

  Meet regulatory, legal, or social requirements
 Satisfy stakeholder needs or requests
 Implement or change business or technological strategies
 Create, improve, or fix products, processes, or services

These factors influence ongoing operations and are often aligned with strategic objectives and
business value. Projects act as the vehicle for realizing these necessary changes.

The Importance of Project Management

Definition

Project Management is the application of knowledge, skills, tools, and techniques to project
activities to meet project requirements.

 Involves proper integration and application of project management processes

 Enables organizations to execute projects effectively and efficiently

Benefits of Effective Project Management

✅ Meeting Goals:

 Achieve business objectives

 Satisfy stakeholder expectations

✅ Improved Outcomes:

 Increase predictability
 Boost project success rates
 Deliver the right products, at the right time

✅ Problem Solving & Risk Management:

 Effectively resolve issues

 Respond proactively to risks

✅ Resource Optimization:

 Ensure efficient use of organizational resources

✅ Project Control:

 Recover or terminate failing projects

Balance the impact of changes (e.g., increasing scope ⟹ higher cost/schedule)

 Manage key constraints (scope, quality, schedule, cost, resources)

 Adapt better to change
Consequences of Poor Project Management

 Missed deadlines
 Budget overruns
 Poor product/service quality
 Rework and wasted effort
 Scope creep (uncontrolled expansion)
 Damaged organizational reputation
 Stakeholder dissatisfaction
 Project failure

Project Management as a Strategic Competency

Projects are essential for:

 Creating value and benefits

 Competing in dynamic environments characterized by:
o Tighter budgets
o Shorter timelines
o Limited resources
o Rapid tech evolution

Organizations adopt project management to:

 Deliver business value consistently

 Align project outcomes with strategic goals
 Stay competitive and adaptable

Driving Forces Behind Project Management Demand

1. Compression of the Product Life Cycle

 Modern products have much shorter lifecycles (e.g., 6 months–3 years in tech vs. decades
in the past)
 Time-to-market is critical—delays lead to significant revenue loss
o Example: A 6-month delay could result in a 33% revenue loss in high-tech
 Response: Cross-functional project teams deployed for faster delivery

2. Knowledge Explosion

 Rapid growth in knowledge = increased project complexity

 Projects require integration of cutting-edge technologies
o Example: Road construction now includes advanced materials, specifications, and
equipment
 Hard to find modern products without tech integration (e.g., AI, microchips)
 Project Management is vital for coordinating these elements
3. Triple Bottom Line: Planet, People, Profit

 Businesses now prioritize sustainability, not just profit

 Due to climate change concerns, eco-conscious practices are emphasized
 Project goals and methods are evolving to meet green objectives
o Example: Projects targeting LEED certification
 Sustainability is now part of project evaluation and success criteria

4. Increased Customer Focus

 Competitive markets demand high customer satisfaction

 Customers expect customized solutions, not one-size-fits-all products
 Requires close collaboration between provider and client
 Account managers and sales reps are increasingly involved in project delivery

Project Management Business Documents (1.2.6)

Project Roles & Business Documents

Key Roles

 Project Sponsor:
Generally accountable for developing and maintaining the project business case.
 Project Manager:
Provides recommendations and oversight to ensure alignment between:
o Project Business Case
o Project Management Plan
o Project Charter
o Project Benefits Management Plan (success measures)
o Organizational Goals and Objectives

Tailoring & Program Alignment

 Project managers must tailor project management documents to fit the specific context of
their project.
 In some organizations, key documents (e.g., business case, benefits plan) may be managed
at the program level.
 Project managers should collaborate with program managers to ensure consistency and
alignment.

Figure 1-8: Illustrates the interrelationships between business documents and the needs assessment
across the project life cycle.

1.2.6.1 – Project Business Case

Definition

A documented economic feasibility study used to justify a project based on its expected benefits.

Purpose

 Lists objectives and the rationale for project initiation

 Supports go/no-go decision-making
 Used throughout the project life cycle
 Assists in measuring success at project closure

Relation to Needs Assessment

 Needs assessment precedes the business case and explores:

o Business goals, problems, opportunities
o Recommendations for action
 The results may be summarized in the business case
Common Business Case Contents
✅ Business Needs

 Trigger for the project (problem/opportunity)

 Value to the organization
 Scope and affected stakeholders

✅ Analysis of the Situation

 Strategic alignment with organizational goals

 Root cause analysis
 Gap analysis (needed vs. existing capability)
 Identified risks
 Critical success factors
 Decision criteria:
o Required – Must be met
o Desired – Preferred, but not mandatory
o Optional – Adds value but not critical

✅ Options Analysis

 Do nothing (business as usual)

 Do the minimum (address core criteria)
 Do more (multiple options exceeding the minimum)

✅ Recommendation

 Chosen option
 Constraints, assumptions, risks, dependencies
 Implementation plan (milestones, roles, dependencies)
 Success measures (see Section 1.2.6.4)

✅ Evaluation

 How benefits and success will be measured (including long-term operations)

1.2.6.2 – Project Benefits Management Plan

Definition

A document explaining how and when the project’s benefits will be delivered, and how they will
be measured.

Project Benefit

An outcome that provides value to the sponsoring organization or its beneficiaries.

When Developed

 Created early in the project life cycle, starting with the definition of target benefits.
Contents May Include

 Target Benefits (tangible/intangible, often in terms of NPV)

 Strategic Alignment with business goals
 Timeframe for realizing benefits (short-term, long-term, ongoing)
 Benefits Owner responsible for tracking/reporting
 Metrics for benefit measurement (direct/indirect)
 Assumptions supporting benefit realization
 Risks to benefit delivery

Relationship to Other Documents

 Draws from the business case and needs assessment (e.g., cost-benefit data)
 Works with the project management plan to show how value integrates into operations
 Iterative process—updated as needed

1.2.6.3 – Project Charter & Project Management Plan

 Project Charter:
Issued by the sponsor to formally authorize the project and assign authority to the project
manager.
 Project Management Plan:
Describes how the project will be executed, monitored, and controlled.

See Section 4 – Project Integration Management for deeper detail.

1.2.6.4 – Project Success Measures

Challenge

Determining if a project is “successful” can be complex.

Traditional Metrics

 Time
 Cost
 Scope
 Quality

Modern Success Perspective

 Includes achieving strategic objectives and delivering business value

Clarity is Critical

 Objectives must be clearly defined and measurable

Key Questions to Address

 What does success look like?

 How will it be measured?
 What could impact success?

Answers must be agreed upon by stakeholders and the project manager.

Additional Success Criteria

 Completion of the benefits management plan

 Financial success (NPV, ROI, IRR, PBP, BCR)
 Achievement of business case objectives
 Organizational transition completed
 Fulfillment of contract terms
 Alignment with organizational strategy
 Stakeholder satisfaction
 Customer adoption
 Integration into operations
 Delivery quality
 Governance adherence
 Process performance (e.g., throughput)

Ongoing business alignment is critical to maintaining project relevance and success.

A project may succeed in scope/schedule/cost but still fail from a business value perspective.

1.2.3 – Project, Program, Portfolio, and Operations Management

Overview

Project management tools help organizations achieve goals through structured execution.

Scenarios

 Standalone Project: Managed independently

 Within a Program: Contributes to a set of related projects
 Within a Portfolio: Part of a broader strategic group

Interactions

 Project managers coordinate with program and portfolio managers when part of larger
initiatives

Key Definitions

 Program:
A group of related projects and activities managed together for synergistic benefits
 Not just a “big project”

 Megaproject:
Extremely large-scale (≥ $1B, ≥ 1M people impacted, multi-year)
 Portfolio:
A collection of programs, projects, and operations managed to achieve strategic objectives

Distinct Characteristics

 Different life cycles, objectives, focus areas, and activities

 Shared resources and stakeholders can cause conflicts, emphasizing the need for
coordination

Governance & Planning

 Portfolios enable governance aligned with strategy

 Planning involves prioritization based on risk, funding, and benefit potential
 Governance facilitates strategic resource allocation

Strategic Alignment

 Programs & Projects: Focus on doing work the right way

 Portfolios: Focus on doing the right work

Table 1-2: Compares portfolios, programs, and projects in terms of structure, purpose, and
management approach.

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Project Roles & Business Documents

Key Roles

 Project Sponsor:
Generally accountable for developing and maintaining the project business case.
 Project Manager:
Provides recommendations and oversight to ensure alignment between:
o Project Business Case
o Project Management Plan
 o Project Charter
o Project Benefits Management Plan (success measures)
o Organizational Goals and Objectives

Tailoring & Program Alignment

 Project managers must tailor project management documents to fit the specific context of
their project.
 In some organizations, key documents (e.g., business case, benefits plan) may be managed
at the program level.
 Project managers should collaborate with program managers to ensure consistency and
alignment.

Figure 1-8: Illustrates the interrelationships between business documents and the needs assessment
across the project life cycle.

1.2.6.1 – Project Business Case

Definition

A documented economic feasibility study used to justify a project based on its expected benefits.

Purpose

 Lists objectives and the rationale for project initiation

 Supports go/no-go decision-making
 Used throughout the project life cycle
 Assists in measuring success at project closure

Relation to Needs Assessment

 Needs assessment precedes the business case and explores:

o Business goals, problems, opportunities
o Recommendations for action
 The results may be summarized in the business case

Common Business Case Contents

✅ Business Needs

 Trigger for the project (problem/opportunity)

 Value to the organization
 Scope and affected stakeholders

✅ Analysis of the Situation

 Strategic alignment with organizational goals

 Root cause analysis
 Gap analysis (needed vs. existing capability)
 Identified risks
  Critical success factors
 Decision criteria:
o Required – Must be met
o Desired – Preferred, but not mandatory
o Optional – Adds value but not critical

✅ Options Analysis

 Do nothing (business as usual)

 Do the minimum (address core criteria)
 Do more (multiple options exceeding the minimum)

✅ Recommendation

 Chosen option
 Constraints, assumptions, risks, dependencies
 Implementation plan (milestones, roles, dependencies)
 Success measures (see Section 1.2.6.4)

✅ Evaluation

 How benefits and success will be measured (including long-term operations)

1.2.6.2 – Project Benefits Management Plan

Definition

A document explaining how and when the project’s benefits will be delivered, and how they will
be measured.

Project Benefit

An outcome that provides value to the sponsoring organization or its beneficiaries.

When Developed

 Created early in the project life cycle, starting with the definition of target benefits.

Contents May Include

 Target Benefits (tangible/intangible, often in terms of NPV)

 Strategic Alignment with business goals
 Timeframe for realizing benefits (short-term, long-term, ongoing)
 Benefits Owner responsible for tracking/reporting
 Metrics for benefit measurement (direct/indirect)
 Assumptions supporting benefit realization
 Risks to benefit delivery
Relationship to Other Documents

 Draws from the business case and needs assessment (e.g., cost-benefit data)
 Works with the project management plan to show how value integrates into operations
 Iterative process—updated as needed

1.2.6.3 – Project Charter & Project Management Plan

 Project Charter:
Issued by the sponsor to formally authorize the project and assign authority to the project
manager.
 Project Management Plan:
Describes how the project will be executed, monitored, and controlled.

See Section 4 – Project Integration Management for deeper detail.

1.2.6.4 – Project Success Measures

Challenge

Determining if a project is “successful” can be complex.

Traditional Metrics

 Time
 Cost
 Scope
 Quality

Modern Success Perspective

 Includes achieving strategic objectives and delivering business value

Clarity is Critical

 Objectives must be clearly defined and measurable

Key Questions to Address

 What does success look like?

 How will it be measured?
 What could impact success?

Answers must be agreed upon by stakeholders and the project manager.

Additional Success Criteria

 Completion of the benefits management plan

 Financial success (NPV, ROI, IRR, PBP, BCR)
  Achievement of business case objectives
 Organizational transition completed
 Fulfillment of contract terms
 Alignment with organizational strategy
 Stakeholder satisfaction
 Customer adoption
 Integration into operations
 Delivery quality
 Governance adherence
 Process performance (e.g., throughput)

Ongoing business alignment is critical to maintaining project relevance and success.

A project may succeed in scope/schedule/cost but still fail from a business value perspective.

1.2.3 – Project, Program, Portfolio, and Operations Management

Overview

Project management tools help organizations achieve goals through structured execution.

Scenarios

 Standalone Project: Managed independently

 Within a Program: Contributes to a set of related projects
 Within a Portfolio: Part of a broader strategic group

Interactions

 Project managers coordinate with program and portfolio managers when part of larger
initiatives

Key Definitions

 Program:
A group of related projects and activities managed together for synergistic benefits

Not just a “big project”

 Megaproject:
Extremely large-scale (≥ $1B, ≥ 1M people impacted, multi-year)
 Portfolio:
A collection of programs, projects, and operations managed to achieve strategic objectives

Distinct Characteristics

 Different life cycles, objectives, focus areas, and activities

  Shared resources and stakeholders can cause conflicts, emphasizing the need for
coordination

Governance & Planning

 Portfolios enable governance aligned with strategy

 Planning involves prioritization based on risk, funding, and benefit potential
 Governance facilitates strategic resource allocation

Strategic Alignment

 Programs & Projects: Focus on doing work the right way

 Portfolios: Focus on doing the right work

Table 1-2: Compares portfolios, programs, and projects in terms of structure, purpose, and
management approach.
Here’s your final batch of notes, cleanly formatted, enhanced for clarity and consistency, and
styled to match the previous sections:

1.2.3.1 – Program Management

Definition

The application of knowledge, skills, and principles to a program to achieve its objectives and
realize benefits and control not achievable by managing program components individually.

 Program Components: Projects and/or other programs within a larger program.

Focus

 Project Management: Interdependencies within a project

 Program Management: Interdependencies between projects and between projects and the
program level

Program Management Actions (Focus on Interdependencies)

 Align with organizational and strategic direction

 Allocate overall program scope into individual components
 Manage interdependencies among program components
 Handle program-level risks affecting multiple projects
 Resolve constraints and conflicts across projects
 Address issues arising between component projects and the program level
 Manage change requests within a shared governance structure
 Allocate budgets across component projects
 Ensure benefits realization from the program and its components

Example: A new communications satellite system may be a program including several projects
like:

 Satellite design and construction

 Ground station development
 Launch services
 System integration

📚 Reference: The Standard for Program Management [3]

1.2.3.2 – Portfolio Management

Definition

A portfolio consists of projects, programs, subsidiary portfolios, and operations managed as a

group to achieve strategic objectives.

 Portfolio Management: The centralized management of one or more portfolios to align

with strategic goals.
Key Notes

 Portfolio components may not be interdependent or directly related

 Emphasis on strategic fit rather than operational coordination

Aims of Portfolio Management

 Guide organizational investment decisions

 Select the optimal mix of programs/projects
 Promote transparency in decision-making
 Prioritize team and physical resources
 Improve ROI realization
 Manage the aggregate risk profile
 Ensure alignment with organizational strategies

Maximizing Portfolio Value

Requires evaluating and prioritizing components based on their contribution to strategic

objectives.

Example: An infrastructure firm aiming to maximize ROI might have a portfolio including:

 Oil & gas projects

 Power initiatives (grouped into a "Power Program")
 Water, road, rail, and airport projects

📚 Reference: The Standard for Portfolio Management [2]

1.2.3.3 – Operations Management

Scope

 Not part of formal project management guidance.

Focus

 Ongoing production of goods or delivery of services

 Ensure efficient business operations using optimal resources

Primary Concern

Managing repeatable processes that transform inputs (e.g., materials, labor) into outputs (e.g.,
products, services)

1.2.3.4 – Operations and Project Management

Intersection Points

Though distinct, operations and project management intersect at multiple points, especially during
product life cycles:
  New product development, upgrades, or output expansion
 Improvements to operational or product development processes
 End-of-life for a product
 Project closeout

Transitions

 Deliverables and knowledge are transferred between project and operations

 Includes resource transfers for implementation or sustainment

1.2.3.5 – Organizational Project Management (OPM) and Strategy

Strategic Alignment

All levels—portfolio, program, and project—should be aligned with or driven by organizational

strategy.

Contribution by Management Type

 Portfolio Management: Selects the right initiatives, aligns them with strategy, and
allocates resources
 Program Management: Integrates and manages interdependencies to realize benefits
 Project Management: Enables goal achievement through focused execution

Strategic Plan Influence

 The strategic plan guides project investments and prioritization

Organizational Project Management (OPM)

A framework that integrates portfolio, program, and project management with organizational
enablers to achieve strategic goals.

Purpose of OPM

 Select and prioritize the right projects

 Ensure optimal resource allocation
 Align organizational understanding of vision, initiatives, and deliverables across all levels

Figure 1-4: Illustrates the organizational environment and how strategy, portfolios, programs,
projects, and operations interact.

📚 Reference: Implementing Organizational Project Management: A Practice Guide [8]

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Here’s your final batch of notes, cleanly formatted, enhanced for clarity and consistency, and
styled to match the previous sections:

1.2.3.1 – Program Management

Definition

The application of knowledge, skills, and principles to a program to achieve its objectives and
realize benefits and control not achievable by managing program components individually.

 Program Components: Projects and/or other programs within a larger program.

Focus

 Project Management: Interdependencies within a project

 Program Management: Interdependencies between projects and between projects and the
program level

Program Management Actions (Focus on Interdependencies)

 Align with organizational and strategic direction

 Allocate overall program scope into individual components
 Manage interdependencies among program components
 Handle program-level risks affecting multiple projects
 Resolve constraints and conflicts across projects
 Address issues arising between component projects and the program level
 Manage change requests within a shared governance structure
 Allocate budgets across component projects
 Ensure benefits realization from the program and its components

Example: A new communications satellite system may be a program including several projects
like:

 Satellite design and construction

 Ground station development
 Launch services
 System integration

📚 Reference: The Standard for Program Management [3]

1.2.3.2 – Portfolio Management

Definition

A portfolio consists of projects, programs, subsidiary portfolios, and operations managed as a

group to achieve strategic objectives.

 Portfolio Management: The centralized management of one or more portfolios to align

with strategic goals.
Key Notes

 Portfolio components may not be interdependent or directly related

 Emphasis on strategic fit rather than operational coordination

Aims of Portfolio Management

 Guide organizational investment decisions

 Select the optimal mix of programs/projects
 Promote transparency in decision-making
 Prioritize team and physical resources
 Improve ROI realization
 Manage the aggregate risk profile
 Ensure alignment with organizational strategies

Maximizing Portfolio Value

Requires evaluating and prioritizing components based on their contribution to strategic

objectives.

Example: An infrastructure firm aiming to maximize ROI might have a portfolio including:

 Oil & gas projects

 Power initiatives (grouped into a "Power Program")
 Water, road, rail, and airport projects

📚 Reference: The Standard for Portfolio Management [2]

1.2.3.3 – Operations Management

Scope

 Not part of formal project management guidance.

Focus

 Ongoing production of goods or delivery of services

 Ensure efficient business operations using optimal resources

Primary Concern

Managing repeatable processes that transform inputs (e.g., materials, labor) into outputs (e.g.,
products, services)

1.2.3.4 – Operations and Project Management

Intersection Points

Though distinct, operations and project management intersect at multiple points, especially during
product life cycles:
  New product development, upgrades, or output expansion
 Improvements to operational or product development processes
 End-of-life for a product
 Project closeout

Transitions

 Deliverables and knowledge are transferred between project and operations

 Includes resource transfers for implementation or sustainment

1.2.3.5 – Organizational Project Management (OPM) and Strategy

Strategic Alignment

All levels—portfolio, program, and project—should be aligned with or driven by organizational

strategy.

Contribution by Management Type

 Portfolio Management: Selects the right initiatives, aligns them with strategy, and
allocates resources
 Program Management: Integrates and manages interdependencies to realize benefits
 Project Management: Enables goal achievement through focused execution

Strategic Plan Influence

 The strategic plan guides project investments and prioritization

Organizational Project Management (OPM)

A framework that integrates portfolio, program, and project management with organizational
enablers to achieve strategic goals.

Purpose of OPM

 Select and prioritize the right projects

 Ensure optimal resource allocation
 Align organizational understanding of vision, initiatives, and deliverables across all levels

Figure 1-4: Illustrates the organizational environment and how strategy, portfolios, programs,
projects, and operations interact.

📚 Reference: Implementing Organizational Project Management: A Practice Guide [8]

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Project Influences – Enterprise Environmental Factors (EEFs)

(Section 2.2)

Projects operate within environments that can influence their execution positively or negatively.

Two Major Categories of Influences

1. Enterprise Environmental Factors (EEFs)

2. Organizational Process Assets (OPAs)

📊 Figure 2-1: Illustrates the breakdown of project influences into EEFs and OPAs
2.1 – Enterprise Environmental Factors (EEFs)
Definition

Factors that originate from outside the project and often outside the enterprise itself.

Key Characteristics

 Not under the direct control of the project team

 Can affect the organization, portfolio, program, or project levels
 Serve as inputs to many project management processes (especially planning)
 Can enhance or constrain project management options
 May have a positive or negative influence
 Vary widely in type and nature—must be considered for effective project management

2.1.1 – EEFs Internal to the Organization

Factors within the organization that can impact projects:

✅ Organizational Culture, Structure, and Governance

 Vision, mission, values, beliefs

 Cultural norms and leadership style
 Authority structures and hierarchies
 Ethics and code of conduct

✅ Geographic Distribution of Facilities and Resources

 Factory or office locations

 Use of virtual teams
 Shared systems and cloud computing infrastructure

✅ Infrastructure

 Existing facilities and equipment

 Telecommunication systems
 IT hardware availability and capacity

✅ Information Technology Software

 Scheduling and planning software

 Configuration management systems
 Web interfaces and automated systems
 Work authorization tools

✅ Resource Availability

 Contracting and procurement constraints

 Pre-approved vendors and subcontractors
 Collaboration agreements
✅ Employee Capability

 Current workforce expertise and competencies

 Availability of specialized knowledge or talent

2.1.2 – EEFs External to the Organization

Factors external to the organization that can influence project work:

✅ Marketplace Conditions

 Competitor landscape
 Market share, branding, and trademarks

✅ Social and Cultural Influences

 Political climate
 Societal norms, ethics, and perceptions

✅ Legal Restrictions

 Local, national, or international laws and regulations related to:

o Data protection
o Security
o Business conduct
o Procurement and employment practices

✅ Commercial Databases

 Industry benchmarks and standard cost data

 Risk databases and industry studies

✅ Academic Research

 Industry-specific publications and studies

 Academic benchmarking data

✅ Government or Industry Standards

 Regulatory guidelines related to:

o Products
o Production processes
o Environmental and quality standards
o Workmanship

✅ Financial Considerations

 Currency exchange rates

 Interest and inflation rates
  Tariffs and regional economic factors

✅ Physical Environmental Elements

 Working conditions
 Weather patterns and natural constraints

Let me know if you’d like the next part on Organizational Process Assets (OPAs), or if you want
these grouped into a formatted booklet, PDF, or summary sheet for study or printing.
Organizational Structures
1. Hierarchical Structure
 Visual: Often looks like a pyramid, with levels of authority from top to bottom.

 Explanation: This is the most traditional organizational structure. It has a clear chain of
command, with a CEO or president at the top and multiple levels of management below.
Each person reports to one manager above them.
o Pros: Clear lines of authority, well-defined roles, efficient for large organizations.

o Cons: Can be rigid, slow to adapt to change, communication can be stifled.

2. Functional Structure

 Visual: Departments are grouped based on their function (e.g., marketing, finance,
production).
 Explanation: Employees with similar skills and tasks are grouped into departments. This
allows for specialization and efficiency within each function.
o Pros: Expertise development, efficient use of resources, clear career paths within
functions.
o Cons: Can lead to silos between departments, lack of cross-functional collaboration,
slow decision-making.
3. Divisional Structure
  Visual: Organized by divisions, which can be based on product lines, geographical regions,
or customer segments.
 Explanation: Each division operates as a semi-autonomous unit with its own functional
departments (e.g., marketing, sales, production).
o Pros: More responsive to market changes, better focus on specific products or
customers, more accountability for divisions.
o Cons: Can lead to duplication of resources, potential for conflict between divisions,
less consistency across the organization.
4. Matrix Structure

 Visual: Employees report to two managers: a functional manager and a project manager.
 Explanation: Combines elements of functional and divisional structures. Individuals work
across teams and projects.
 o Pros: Efficient use of resources, flexibility, improved communication and
collaboration.
o Cons: Can be complex and confusing, potential for conflict between managers,
requires strong communication skills.

5. Flatarchy Structure
 Visual: Few or no levels of management between staff and executives.

 Explanation: Decentralized structure with minimal hierarchy. Empowers employees and

encourages autonomy.
o Pros: Increased flexibility, faster decision-making, fosters innovation.

o Cons: Can be challenging to implement in larger organizations, requires self-

disciplined employees, can lead to role ambiguity.
6. Network Structure
 Visual: Looks like a web or network of interconnected nodes.

 Explanation: Organizations outsource many functions to external partners and focus on

core competencies.
o Pros: Flexibility, cost-effectiveness, access to specialized skills.

o Cons: Can be complex to manage, reliance on external partners, potential for

communication challenges.
Important Note: These are just some of the common organizational structures. Many
organizations use hybrid structures that combine elements of different types. The best structure for
an organization depends on its size, industry, strategy, and culture.
Organizing Projects Within Functional Organizations
 Definition:

o Projects are managed within the existing functional hierarchy.

o Project segments are delegated to respective functional units.

o Coordination occurs through normal management channels.

 When Used:
o When projects are relatively small or when one functional area has dominant
expertise/interest.
o When minimal organizational disruption is desired.

 Examples:
o Example 1 (Small Project): A retail store deciding to update its employee
handbook. The HR department would handle the policy changes, the legal
department would review for compliance, and the training department would create
the distribution plan.
 o Example 2 (Dominant Department): A hospital's Facilities Department managing
the installation of new HVAC systems. Because the facilities department has the
expertise, and the majority of the work falls under their area, they manage the entire
process, coordinating with other departments as needed.
 Advantages:
o No Change: Minimal disruption to existing organizational structure.

o Flexibility: Allows for flexible assignment of specialists across projects.

o In-Depth Expertise: Enables focused application of specialized knowledge.

o Easy Post-Project Transition: Maintains normal career paths within functional

divisions.
 Disadvantages:
o Lack of Focus: Project responsibilities may be secondary to core functional duties.

o Poor Integration: Limited coordination and communication between functional

units.
o Slow: Decision-making and information flow can be slow due to hierarchical
structure.
o Lack of Ownership: Reduced motivation and identification with the project.

Organizing Projects as Dedicated Teams

 Definition:

o Creation of a separate, dedicated project team.

o Full-time project manager and core group of specialists.

o Team operates independently from the parent organization.

 When Used:
o When projects are complex, require high focus, and have tight deadlines.

o When innovation is key.

 Examples:
o Example 1 (Complex Project): A pharmaceutical company forming a dedicated
team to develop a new vaccine. The team would include scientists, researchers,
regulatory experts, and manufacturing specialists, all working exclusively on the
vaccine project.
o Example 2 (Innovation): A tech company creating a "skunkworks" team to
develop a revolutionary new product, like a new type of virtual reality headset,
operating separately from their standard product development teams.
 Advantages:
 o Simple: Clear lines of authority and responsibility within the team.

o Fast: Accelerated project completion due to dedicated focus and quick decision-
making.
o Cohesive: Strong team motivation and commitment.

o Cross-Functional Integration: Enhanced collaboration and focus on project goals.

 Disadvantages:
o Expensive: Duplication of resources and potential loss of economies of scale.

o Internal Strife ("Projectitis"): Potential conflict between the team and the parent
organization.
o Limited Technological Expertise: Restricted access to broader expertise within the
organization.
o Difficult Post-Project Transition: Challenges in reintegrating team members into
functional units.
Organizing Projects Within a Matrix Arrangement
 Definition:

o Hybrid organizational structure with dual chains of command (functional and

project).
o Project participants report to both functional and project managers.

o Designed for optimal resource use.

 When Used:
o When projects require a balance of functional expertise and project focus.

o When resources must be shared between projects.

 Examples:
o Example 1 (Balanced Matrix): An engineering firm working on a large
infrastructure project. Engineers report to both their functional engineering manager
and the project manager for the infrastructure project.
o Example 2 (Software Development): A software company where software
developers report to both their functional team lead (e.g., front-end, back-end) and
the project manager for a specific software application.
 Types of Matrix Structures:
o Weak Matrix: Project manager acts as a coordinator; functional managers have
primary authority.
o Balanced Matrix: Shared authority between project and functional managers.
 o Strong Matrix: Project manager has dominant authority over project decisions.

 Advantages:
o Efficient: Resource sharing and flexible utilization.

o Strong Project Focus: Dedicated project management and coordination.

o Easier Post-Project Transition: Maintained ties with functional divisions.

o Flexible: adaptable resource allocation.

 Disadvantages:
o Dysfunctional Conflict: Potential for conflict between project and functional
managers.
o Infighting: Competition for scarce resources among project managers.

o Stressful: Multiple reporting lines and conflicting priorities.

o Slow: Decision-making can be slowed by the need for cross-functional consensus.

Key Concepts to Remember:

 Functional Organization: Best for smaller, straightforward projects (e.g., internal policy
updates, routine facility maintenance).
 Dedicated Teams: Best for complex, high-priority projects (e.g., new product
development, major research initiatives).
 Matrix Organization: Best for balancing functional expertise and project requirements
(e.g., large-scale engineering projects, complex software development).
 "Projectitis": The potential for conflict between dedicated project teams and the rest of the
organization (e.g., the Apple Macintosh team example).
 Unity of Command: The principle violated by matrix organizations.
 Discount factor: Understand why it reduces over time.
Managing the Portfolio System
Understand the need to manage the project portfolio.
What is Portfolio Management?
 Evaluating individual projects within the context of all other projects.

 Aligning project selection with organizational strategy.

 Continuously monitoring and adjusting selection criteria.
 Balancing resources across different project types.
Who Manages the Portfolio?
 Small organizations: Small group of key employees.

 Large organizations: Project office or governance team of senior managers.

Senior Management Input:
 Provides guidance on selection criteria aligned with organizational strategies.

 Determines the annual allocation of resources across project types (e.g., 20% compliance,
50% strategic, 30% operational).
Governance Team Responsibilities:
 Publishes project priorities transparently.

 Ensures an open and fair process.

 Uses communication tools (e.g., electronic bulletin boards) to share project information.
 Evaluates project progress and overall portfolio performance.
 Continuously scans the external environment for necessary adjustments.
 Enforces the project priority system.
Balancing the Portfolio:
 Consider project type, risk, and resource demands.

 Maintains a balance of projects with different characteristics (risk level, resource use, cost,
revenue potential, duration).
 Optimizes resource utilization across all projects.
 Balances short-term needs with long-term potential.
Types of Project Risk:
 Portfolio Risk: Reflects the overall risk profile of the organization.

 Project-Specific Risk: Factors that can inhibit project execution.

Project Portfolio Matrix (David and Jim Matheson):
 Bread-and-butter projects: Easy to accomplish, modest commercial value, evolutionary
improvements.
 Pearls: Low-risk, high commercial payoffs, revolutionary advances with proven
technology.
 Oysters: High-risk, high-value, technological breakthroughs with significant commercial
potential.
 White elephants: Once promising but no longer viable.
Key Takeaways:
 Effective portfolio management is crucial for organizational success.

 Open communication and transparency are essential.

 Continuous monitoring and adjustment are necessary.
 Balancing the portfolio ensures a healthy mix of projects that contribute to organizational
goals.
 Organizations should strive for a balance of bread-and-butter, pearls, and oysters, while
minimizing white elephants.

How to Evaluate Projects:

 Phase Gate Model:

Here’s your complete and cleanly formatted version of the Project Selection & Life Cycle Notes,
optimized for studying and easy understanding. I’ve preserved your structure while enhancing
readability, consistency, and organization:

Project Selection: A Gate-Based Approach – Exam Notes

I. Introduction: Project Selection in Context

 Project Selection is the first step in a structured project management system.

 Projects must pass through a series of "gates" to continue toward completion.

Purpose of the Gate System

 Ensure resources are invested in valuable projects.

 Align projects with the organization’s mission and strategic goals.

Gate Outcomes

 Go: Proceed to the next phase

 Kill: Cancel the project
 Recycle: Revise and resubmit the project

II. The Gates: Step-by-Step Breakdown

1. Gate 1 – Idea Generation

 Occurs before formal proposal

 Individual assesses idea viability
 May involve informal research (discussions, online research)
 Emphasizes transparency in the selection process

2. Gate 2 – Preliminary Proposal

 Formal project proposal submitted, following guidelines

Proposal includes:

 Project objectives
 Business case
 Estimated costs
 ROI (Return on Investment)
 Risks
 Resource requirements

3. Gate 3 – Management Assessment

 Review of:
o Strategic alignment
o Fit with existing projects (avoid conflicts)
o Worthiness for detailed planning
4. Gate 4 – Implementation Plan

 If approved, the project team develops a full implementation plan

Expanded proposal includes:

 Detailed schedule
 Cost breakdown
 Resource allocation
 Risk management strategies

Reassessed for:

 Strategic importance
 Feasibility
 Confidence in execution
 Final go/no-go decision to launch the project

5. Gate 5 – Progress Review

 Conducted during project execution

Purpose:

 Evaluate performance
 Make adjustments
 Option to terminate (kill) due to poor performance or loss of relevance

6. Gate 6 – Finish Line (Closure)

 Achieve customer acceptance

 Management approval of deliverables
 Conduct a project audit to:
o Measure success
o Identify lessons learned

Gate Model Variations

 Multiple internal reviews may exist for high-risk or high-cost projects

 The number of review gates varies by project length and importance
o Example: Long-term government projects may have many gates

Project Life Cycle & Phase Definitions – Exam Notes

I. Project Life Cycle Basics

 Project phases are influenced by:

o Delivery cadence
o Development approach (predictive, adaptive, hybrid)

II. Common Project Phases

✅ Feasibility

 Validate the business case

 Assess if the organization can deliver the project outcome

✅ Design

 Conduct planning and analysis

 Create the design for the deliverable

✅ Build

 Construct the deliverable

 Integrate quality assurance activities

✅ Test

 Final review and inspection before go-live

 Ensure deliverables meet requirements

✅ Deploy

 Deliverables are implemented

 Includes transitional activities like:
o Sustainment
o Benefits realization
o Change management

✅ Close

 Final closure of project

 Archive documentation
 Release team and close contracts

III. Phase Gate Reviews (Stage Gates)

Purpose

 Ensure exit criteria for each phase are met before proceeding
Exit Criteria Examples

 Acceptance of deliverables
 Fulfilled contractual obligations
 Met performance targets
 Other measurable results

IV. Life Cycle Models (Expanded)

Predictive (Sequential) Life Cycle

📘 See Figure 2-G

 Linear and sequential

 One phase completes before the next begins
 Best for stable and well-defined requirements
 Each phase is performed once

Example: Bridge construction

Let me know if you’d like a visual summary (e.g., a flowchart of gates or life cycle stages), or if
you want the complete study guide in PDF or printable format!

Here’s your complete and cleanly formatted version of the Project Selection & Life Cycle Notes,
optimized for studying and easy understanding. I’ve preserved your structure while enhancing
readability, consistency, and organization:

Project Selection: A Gate-Based Approach – Exam Notes

I. Introduction: Project Selection in Context

 Project Selection is the first step in a structured project management system.

 Projects must pass through a series of "gates" to continue toward completion.

Purpose of the Gate System

 Ensure resources are invested in valuable projects.

 Align projects with the organization’s mission and strategic goals.

Gate Outcomes

 Go: Proceed to the next phase

 Kill: Cancel the project
 Recycle: Revise and resubmit the project
II. The Gates: Step-by-Step Breakdown
1. Gate 1 – Idea Generation

 Occurs before formal proposal

 Individual assesses idea viability
 May involve informal research (discussions, online research)
 Emphasizes transparency in the selection process

2. Gate 2 – Preliminary Proposal

 Formal project proposal submitted, following guidelines

Proposal includes:

 Project objectives
 Business case
 Estimated costs
 ROI (Return on Investment)
 Risks
 Resource requirements

3. Gate 3 – Management Assessment

 Review of:
o Strategic alignment
o Fit with existing projects (avoid conflicts)
o Worthiness for detailed planning

4. Gate 4 – Implementation Plan

 If approved, the project team develops a full implementation plan

Expanded proposal includes:

 Detailed schedule
 Cost breakdown
 Resource allocation
 Risk management strategies

Reassessed for:

 Strategic importance
 Feasibility
 Confidence in execution
 Final go/no-go decision to launch the project
5. Gate 5 – Progress Review

 Conducted during project execution

Purpose:

 Evaluate performance
 Make adjustments
 Option to terminate (kill) due to poor performance or loss of relevance

6. Gate 6 – Finish Line (Closure)

 Achieve customer acceptance

 Management approval of deliverables
 Conduct a project audit to:
o Measure success
o Identify lessons learned

Gate Model Variations

 Multiple internal reviews may exist for high-risk or high-cost projects

 The number of review gates varies by project length and importance
o Example: Long-term government projects may have many gates

Project Life Cycle & Phase Definitions – Exam Notes

I. Project Life Cycle Basics

 Project phases are influenced by:

o Delivery cadence
o Development approach (predictive, adaptive, hybrid)

II. Common Project Phases

✅ Feasibility

 Validate the business case

 Assess if the organization can deliver the project outcome

✅ Design

 Conduct planning and analysis

 Create the design for the deliverable
✅ Build

 Construct the deliverable

 Integrate quality assurance activities

✅ Test

 Final review and inspection before go-live

 Ensure deliverables meet requirements

✅ Deploy

 Deliverables are implemented

 Includes transitional activities like:
o Sustainment
o Benefits realization
o Change management

✅ Close

 Final closure of project

 Archive documentation
 Release team and close contracts

III. Phase Gate Reviews (Stage Gates)

Purpose

 Ensure exit criteria for each phase are met before proceeding

Exit Criteria Examples

 Acceptance of deliverables
 Fulfilled contractual obligations
 Met performance targets
 Other measurable results

IV. Life Cycle Models (Expanded)

Predictive (Sequential) Life Cycle

📘 See Figure 2-G

 Linear and sequential

 One phase completes before the next begins
 Best for stable and well-defined requirements
 Each phase is performed once

Example: Bridge construction

Let me know if you’d like a visual summary (e.g., a flowchart of gates or life cycle stages), or if
you want the complete study guide in PDF or printable format!

Incremental Life Cycle

📘 See Figure 2-10

 Delivers the project in increments (partial functionalities delivered at different stages)

 Involves multiple iterations of planning, designing, and building
 Each iteration adds functionality to the previous increment
 Final deliverable is completed after the last iteration

Example: A software development project where features (e.g., login, dashboard, reports) are
released over time in successive stages
Adaptive (Agile) Life Cycle

📘 See Figure 2-11

 Iterative and incremental approach

 Emphasizes adaptability and continuous customer feedback
 Work is delivered in short cycles or iterations (often called sprints)
 At the end of each iteration:
o A functional deliverable is produced
o The customer provides review and feedback
 The project backlog (list of features/tasks) is updated and reprioritized based on
feedback

Examples: Scrum, Kanban

Here’s your next set of notes, formatted consistently with the earlier sections and enhanced for
clarity and effective exam review:

Key Life Cycle Figures & Differences

 Figure 2-G:
Shows a linear, sequential progression, ideal for predictive methodologies
➤ One phase completes before the next begins
 Figure 2-10:
Illustrates incremental development, where functionality is built and delivered in
increments
➤ Each iteration adds more features to the previous
 Figure 2-11:
Depicts the iterative nature of Agile, where customer feedback drives updates and
reprioritization after each iteration
➤ Focus on adaptability and collaboration

1.G – Project Management Process Groups – Exam Notes

I. Overview

 Project management processes are grouped into five Process Groups

 These groups are essential for achieving project objectives
 Applicable across all industries and application areas
II. The Five Process Groups
1. Initiating Process Group

 Defines a new project or phase

 Obtains authorization to start
 📌 Key Action: Creation of the Project Charter

2. Planning Process Group

 Establishes scope, refines objectives, and defines the course of action

 📌 Key Action: Development of the Project Management Plan

3. Executing Process Group

 Completes the work defined in the plan

 Aims to meet project requirements

4. Monitoring and Controlling Process Group

 Tracks and reviews performance and progress

 Identifies and implements changes as needed

5. Closing Process Group

 Formally completes the project, a phase, or a contract

 Includes final deliverables, documentation, and releasing resources

III. Process Characteristics

✅ Iteration

 Processes are iterated (repeated) within phases or across the project

 Frequency depends on the project's complexity and approach

✅ Process Categories

 Once or at Predefined Points

o Examples: Developing the project charter, closing the project
 Periodically as Needed
o Examples: Acquiring resources, conducting procurements
 Continuously Throughout the Project
o Examples: Defining activities (especially in rolling wave planning or adaptive
projects), monitoring and controlling
✅ Process Interdependence

 The output of one process often becomes the input to another

o Example: The Project Management Plan (from Planning) feeds into Executing

✅ Overlap of Process Groups

 Process Groups can overlap during a project or phase

📊 Figure 1-4: Illustrates this overlap visually

IV. Important Distinctions

🔁 Process Groups ≠ Project Phases

 Process Groups are sets of activities applied within phases

 They are not phases themselves

📊 Figure 1-5: Shows how all Process Groups can occur within a single phase

🔄 Phase Repetition

 In phased projects (e.g., concept, feasibility, design):

o Process Groups are repeated in each phase
o Repetition continues until phase completion criteria are met

Let me know if you’d like to wrap this into a complete study packet, generate visuals for the
figures referenced, or compare the Process Groups with project phases in a table format!

Here’s your next set of notes, formatted consistently with the earlier sections and enhanced for
clarity and effective exam review:

Key Life Cycle Figures & Differences

 Figure 2-G:
Shows a linear, sequential progression, ideal for predictive methodologies
➤ One phase completes before the next begins
 Figure 2-10:
Illustrates incremental development, where functionality is built and delivered in
increments
➤ Each iteration adds more features to the previous
 Figure 2-11:
Depicts the iterative nature of Agile, where customer feedback drives updates and
 reprioritization after each iteration
➤ Focus on adaptability and collaboration

1.G – Project Management Process Groups – Exam Notes

I. Overview

 Project management processes are grouped into five Process Groups

 These groups are essential for achieving project objectives
 Applicable across all industries and application areas

II. The Five Process Groups

1. Initiating Process Group

 Defines a new project or phase

 Obtains authorization to start
 📌 Key Action: Creation of the Project Charter

2. Planning Process Group

 Establishes scope, refines objectives, and defines the course of action

 📌 Key Action: Development of the Project Management Plan

3. Executing Process Group

 Completes the work defined in the plan

 Aims to meet project requirements

4. Monitoring and Controlling Process Group

 Tracks and reviews performance and progress

 Identifies and implements changes as needed

5. Closing Process Group

 Formally completes the project, a phase, or a contract

 Includes final deliverables, documentation, and releasing resources

III. Process Characteristics

✅ Iteration

 Processes are iterated (repeated) within phases or across the project

  Frequency depends on the project's complexity and approach

✅ Process Categories

 Once or at Predefined Points

o Examples: Developing the project charter, closing the project
 Periodically as Needed
o Examples: Acquiring resources, conducting procurements
 Continuously Throughout the Project
o Examples: Defining activities (especially in rolling wave planning or adaptive
projects), monitoring and controlling

✅ Process Interdependence

 The output of one process often becomes the input to another

o Example: The Project Management Plan (from Planning) feeds into Executing

✅ Overlap of Process Groups

 Process Groups can overlap during a project or phase

📊 Figure 1-4: Illustrates this overlap visually

IV. Important Distinctions

🔁 Process Groups ≠ Project Phases

 Process Groups are sets of activities applied within phases

 They are not phases themselves

📊 Figure 1-5: Shows how all Process Groups can occur within a single phase

🔄 Phase Repetition

 In phased projects (e.g., concept, feasibility, design):

o Process Groups are repeated in each phase
o Repetition continues until phase completion criteria are met

Let me know if you’d like to wrap this into a complete study packet, generate visuals for the
figures referenced, or compare the Process Groups with project phases in a table format!
Here’s your Project Management Knowledge Areas section, formatted and enhanced for clarity,
exam-readiness, and consistency with your previous notes:

1.2.4.6 – Project Management Knowledge Areas – Exam Notes

I. Introduction to Knowledge Areas

✅ Definition

A Knowledge Area is a specific area of project management expertise, defined by:

 Its knowledge requirements

 Component processes
 Associated inputs, outputs, tools, and techniques

✅ Purpose

 To organize and categorize project management processes

 Provide a structured approach to managing different aspects of a project

✅ Relationship to Process Groups

 Process Groups = What is being done (e.g., Initiating, Planning, Executing)

 Knowledge Areas = What part of the project is being addressed (e.g., Scope, Cost)

📌 Each Process Group contains processes from multiple Knowledge Areas

II. The Ten Project Management Knowledge Areas

1. Project Integration Management

 Focus: Coordinating all project management elements

 Activities:
o Develop project charter
o Create project management plan
o Direct, manage, monitor, and control project work
o Perform integrated change control
o Close the project or phase

2. Project Scope Management

 Focus: Ensure the project includes all and only the required work
 Activities:
o Plan scope management
o Collect requirements
o Define scope
o Create Work Breakdown Structure (WBS)
o Validate and control scope

3. Project Schedule Management

 Focus: Manage the project’s timely completion

 Activities:
o Plan schedule management
o Define and sequence activities
o Estimate activity durations
o Develop and control the schedule

4. Project Cost Management

 Focus: Estimate, budget, and control project costs

 Activities:
o Plan cost management
o Estimate costs
o Determine budget
o Control costs

5. Project Quality Management

 Focus: Ensure the project meets stakeholder quality expectations

 Activities:
o Plan quality management
 o Manage quality
o Control quality

6. Project Resource Management

 Focus: Acquire, develop, and manage project resources

 Activities:
o Plan resource management
o Estimate activity resources
o Acquire, develop, and manage the team
o Control physical resources

7. Project Communications Management

 Focus: Ensure timely and appropriate communication

 Activities:
o Plan communications management
o Manage communications
o Monitor communications

8. Project Risk Management

 Focus: Identify and manage project risks

 Activities:
o Plan risk management
o Identify risks
o Perform qualitative and quantitative risk analysis
o Plan and implement risk responses
o Monitor risks

9. Project Procurement Management

 Focus: Acquire goods and services from outside the team

 Activities:
o Plan procurement management
o Conduct procurements
o Control procurements

10. Project Stakeholder Management

 Focus: Manage stakeholder engagement and expectations

 Activities:
o Identify stakeholders
o Plan stakeholder engagement
 o Manage and monitor stakeholder engagement

III. Important Considerations

🔁 Interrelationships

 Knowledge Areas interact and influence one another throughout the project

🧩 Project-Specific Needs

 Some projects may require additional knowledge areas (e.g., Safety Management in
construction)

📊 Table 1-4

 Maps Process Groups to Knowledge Areas

 Provides a complete matrix overview

📚 Sections 4–13

 Contain detailed breakdowns for each Knowledge Area

IV. Key Takeaways

 Knowledge Areas = What you’re managing

 Process Groups = How you’re managing it
 Understanding both is critical for effective project management

Mastery of all ten Knowledge Areas is essential for success on the exam and in practice.

Let me know if you'd like me to compile all these sections into a printable study guide or create a
visual summary (like a mind map or comparison chart)!
Let's break down this Table 1-1: Project Management Process Group and Knowledge Area
Mapping diagram, which is a core visual for understanding how project management processes are
structured.
Here’s your updated and formatted version of the Project Management Process Group &
Knowledge Area Structure and the WBS–OBS–Integration for Project Control notes. I've
preserved all your content while improving clarity, organization, and formatting for easy study and
exam prep.

Understanding the Structure of Project Management Processes

Table Structure Overview

📊 Columns: Project Management Process Groups

 Initiating: Defining and authorizing the project

 Planning: Developing the project management plan
 Executing: Performing the work as defined in the plan
 Monitoring & Controlling: Tracking and regulating project performance
 Closing: Formalizing completion of the project or phase

📊 Rows: Project Management Knowledge Areas

 Integration: Coordinating all aspects of the project

 Scope: Defining what’s included and excluded
 Schedule: Managing time and milestones
 Cost: Budgeting and cost control
 Quality: Meeting quality standards
 Resource: Acquiring and managing project resources
 Communications: Ensuring timely and effective communication
 Risk: Identifying and mitigating risks
 Procurement: Managing external purchases and contracts
 Stakeholder: Managing expectations and engagement

🔲 Cells: Specific Processes

 Each cell represents a specific project management process

 Numbers like 4.1, 5.2 refer to the section in the PMBOK Guide where the process is
detailed

Key Concepts and Relationships

1. Intersection of Process Groups & Knowledge Areas

 The matrix shows where each knowledge area applies across each process group
 Example: “Plan Scope Management” (5.1) falls under the Planning Group and the
Scope Management Area

2. Process Flow

 Processes generally follow a left-to-right flow (Initiating → Closing)

 However, iterations are common, especially between Planning, Executing, and
Monitoring & Controlling
3. Integration Is Everywhere

 Project Integration Management appears in every Process Group

 Highlights its central role in project coordination

4. Planning Is the Foundation

 Most processes fall under the Planning Process Group

 Emphasizes the critical nature of comprehensive planning

5. Monitoring & Controlling Is Continuous

 Occurs throughout the life of the project

 Supports ongoing performance measurement and adjustment

6. Closing Is Formal

 Ensures a formal conclusion to the project or phase

 Includes contract closure, documentation, and lessons learned

How to Use This Table

 Use the table as a roadmap to understand how and when different project processes are
applied
 When planning or auditing a project, refer to the table to ensure all critical processes are
considered
 Great for understanding process relationships and ensuring full project lifecycle
coverage

Exam Prep Notes: WBS, OBS & Integration for Project Control

1. Work Breakdown Structure (WBS)

 Definition: A hierarchical decomposition of the total project scope into manageable parts
 Purpose: Defines what work needs to be done
 Structure:
o Deliverables → Sub-deliverables → Work Packages
 Output: A clear roadmap of project tasks and deliverables

2. Organizational Breakdown Structure (OBS)

 Definition: A hierarchical representation of the project organization

 Purpose: Defines who is responsible for what
 Often created by linking WBS elements to organizational units
✅ Uses of OBS

 Assigns responsibility for work packages

 Enables performance tracking by team or department
 Links to cost control accounts
 Adopts a hierarchical structure (e.g., Division → Department → Team)

3. Cost Control Accounts (Cost Accounts)

 Definition: Points where scope, budget, cost, and schedule are integrated and compared
 Located at key points in the WBS
 Group related work packages under the responsibility of one unit (from the OBS)
 Essential for cost and performance measurement

4. Integration of WBS and OBS: The Control Point

🔁 Why It Matters

 The intersection of WBS (work) and OBS (responsibility) = a Cost Account

✅ At this intersection:

 The team responsible for completing the work is identified

 Budget, timeline, and deliverables are tracked at a manageable level
 Supports detailed cost/schedule control and accountability

🧠 Key Concept:

WBS = What gets done

OBS = Who does it
Intersection = Control Point (Cost Account)

📌 Example

 WBS Element: “Develop Touch Sensor Software Module”

 OBS Element: “Software Development Team Alpha”
 Cost Account: Tracks all metrics related to this specific deliverable handled by that team

Key Exam Takeaway

The power of project control lies in integrating the WBS (scope) with the OBS (responsibility)
at the Cost Account level.

This allows for precise tracking and management of project scope, cost, schedule, and
accountability—a must-know concept for the exam!
Let me know if you'd like me to put together a visual diagram of the WBS–OBS–Cost Account
relationship or generate a study-friendly PDF with all your notes so far!

Here’s your final section on Portfolio, Operations, OPM & Strategy, refined and formatted for
clarity and consistency with your earlier notes. This version is structured to make studying efficient
while keeping all key definitions and distinctions clear.

Portfolio, Operations, OPM & Strategy – Exam Notes

1. Portfolio Management

📍 Section 1.2.3.3
✅ Definition

 Portfolio: A collection of projects, programs, subsidiary portfolios, and operations

managed as a group to achieve strategic objectives.
 Portfolio Management: The centralized management of one or more portfolios to align
with strategic goals.

🔍 Note: Portfolio components are not necessarily interdependent or directly related.

✅ Aims and Goals

 Guide investment decisions

 Select the optimal mix of projects/programs
 Promote decision-making transparency
 Prioritize team and resource allocation
 Increase chances of ROI realization
 Manage the aggregate risk profile

✅ Core Function

Ensures all portfolio components:

 Are aligned with organizational strategies

 Receive appropriate prioritization and resources based on their strategic value

✅ Example Concept

 A utility company may manage a portfolio with diverse project types:

o Oil, power, water, roads
 Projects related to power may be grouped into a “Power Portfolio”
 Interdependent power projects (e.g., design, build, and operate a plant) can form a “Power
Program” within the portfolio

2. Operations Management

📍 Section 1.2.3.4

✅ Definition

 Focuses on the ongoing production of goods and/or services

✅ Core Objective

 Maintain efficient operations by:

o Optimizing resources
o Meeting customer demands
 o Managing the transformation of inputs into outputs

✅ Scope

 Outside the scope of formal project management (as per PMBOK)

3. Operations and Project Management Interaction

📍 Section 1.2.3.5

✅ Relationship

 Projects and operations are distinct but often interact, especially during the product life
cycle

✅ Key Interaction Points

 Developing or upgrading products

 Expanding outputs
 Improving operations or product development
 End of product life cycle
 Project closeout phases

✅ Mechanism of Interaction

 Deliverables and knowledge are transferred between projects and operations

 Ensures that project outputs are implemented and sustained through ongoing operations

4. Organizational Project Management (OPM) and Strategy

📍 Section 1.2.3.6

✅ Definition (OPM)

 A framework integrating portfolio, program, and project management with

organizational enablers (e.g., culture, structure, technology) to achieve strategic
objectives

✅ Purpose of OPM

 Ensure the right projects are undertaken

 Appropriately allocate critical resources
 Maintain strategic awareness across all organizational levels
 Link strategy to execution through projects and programs
✅ Contributions by Management Level
Level Primary Contribution Focus
Portfolio Select right initiatives, align with strategy, allocate resources Doing the right work
Program Harmonize components, manage interdependencies Achieving broad benefits
Project Deliver specific outputs to meet objectives Doing the work right

✅ Strategic Alignment Hierarchy

Strategy
↓
Portfolios
↓
Programs / Projects
↓
Results

OPM provides the structure to ensure strategic coherence, while also interacting with Operations
for implementation and sustainment.

Let me know if you’d like:

 A summary table comparing Portfolio, Program, and Project Management

 A visual diagram for the Strategy → Execution flow
 All of your notes compiled into a print-ready study guide PDF or flashcards!
Here’s your Elaborated Exam Prep Notes on Project Life Cycles, Phases, Processes, Process
Groups, and Knowledge Areas, fully cleaned up, structured for clarity, and formatted to match
your previous sets. This is perfect for exam review or compiling into a printable or digital study
guide.

1.2.4.1 – Project and Development Life Cycles

✅ Project Life Cycle

 Definition: Series of phases a project goes through from start to completion.

 Purpose: Provides a framework for managing project activities.
 Applicability: Applies regardless of industry or type of work.
 Nature of Phases: May be sequential, iterative, or overlapping.
 Generic Model: All projects can map to the generic life cycle (📊 Figure 1-5).
 Types: Life cycles can be predictive or adaptive.

✅ Development Life Cycle

 Definition: A subset of the project life cycle focused on creating the product, service, or
result.
 Types:

🔹 Predictive (Waterfall)

 Scope, time, and cost defined early

 Changes are carefully managed

🔹 Iterative

 Scope is defined early

 Time/cost estimates evolve
 Product developed in repeated cycles

🔹 Incremental

 Product is delivered in functional increments

 Final product only complete after final iteration

🔹 Adaptive (Agile / Change-Driven)

 Scope defined before each iteration

 Highly flexible and responsive to feedback

🔹 Hybrid

 Predictive elements for fixed-scope work

  Adaptive for evolving or uncertain elements

✅ Life Cycle Management

 Responsibility: Chosen by the project management team

 Flexibility: Required to accommodate diverse project needs
 Achieved Through:
o Identifying necessary processes
o Assigning them to correct phases
o Adjusting phase attributes (name, duration, entrance/exit criteria)

✅ Important Distinction

 Project Life Cycle ≠ Product Life Cycle

 Product Life Cycle: Concept → Delivery → Growth → Maturity → Retirement

1.2.4.2 – Project Phase

✅ Definition

A collection of logically related activities ending in one or more deliverables

✅ Phase Attributes

 Name (e.g., Design Phase, Phase 1)

 Number of phases
 Duration (e.g., 1 week, 3 months)
 Resources required (staff, space, tools)
 Entrance criteria (prerequisites)
 Exit criteria (deliverables, approvals)

✅ Common Phase Names

 Concept Development
 Feasibility Study
 Customer Requirements
 Solution Design
 Prototype
 Build
 Test
 Transition
 Commissioning
 Milestone Review
 Lessons Learned
✅ Establishing Phases

Depends on:

 Management needs
 Nature of the project
 Industry or organization-specific factors
 Decision points (e.g., funding, go/no-go)

✅ Benefits of Phasing

 Better control and visibility

 Opportunity for performance assessment
 Supports corrective/preventive action
 Enables Phase Gates

1.2.4.3 – Phase Gate

✅ Definition

A review held at the end of a project phase

✅ Purpose

 Evaluate phase performance vs. key project/business documents:

o Business Case
o Project Charter
o PM Plan
o Benefits Management Plan

✅ Possible Outcomes

 Continue to next phase

 Continue with modifications
 Repeat current phase
 Terminate project
 Stay in current phase

✅ Alternate Terminology

 Stage Gate
 Kill Point
  Phase Review
 Entrance/Exit Criteria

May also review product-specific items beyond PM scope.

1.2.4.4 – Project Management Processes

✅ Definition

A set of activities producing outputs from inputs, using tools and techniques.

✅ Key Notes

 Applicable across industries and domains

 Interconnected: Output of one process = Input to another
 Results in deliverables or outcomes

✅ Process Frequency Types

1. Once or at Predefined Points: e.g., Develop Charter, Close Project

2. Periodically as Needed: e.g., Acquire Resources
3. Continuously Throughout: e.g., Define Activities, Monitoring & Controlling

✅ PM Execution

Project management is achieved through logical application and integration of grouped

processes.

1.2.4.5 – Project Management Process Groups

✅ Definition

Logical groupings of project management processes based on purpose, not sequence or timing.

📌 Process Groups ≠ Phases

✅ The Five Process Groups

1. Initiating
o Define project or phase
o Obtain authorization
2. Planning
 o Define scope, objectives, and strategy
o Create project management plan
3. Executing
o Complete the work to meet project requirements
4. Monitoring & Controlling
o Track, review, regulate progress
o Identify variances and apply corrective action
5. Closing
o Finalize all activities
o Close contracts and release resources

✅ Process Interlinking

 Outputs of one process feed into others

 Can span across different process groups

1.2.4.6 – Project Management Knowledge Areas

✅ Definition

A knowledge area (KA) is a specific domain of project management, organized by:

 Component processes
 Practices
 Inputs/outputs
 Tools & techniques

✅ Dual Categorization

Processes are grouped by:

 Process Group (how it's done)

 Knowledge Area (what's being managed)

✅ The 10 Knowledge Areas

1. Integration Management
o Combine and coordinate all project elements
2. Scope Management
o Ensure all required work is included—nothing more, nothing less
3. Schedule Management
o Timely completion of the project
4. Cost Management
o Budgeting, financing, and cost control
5. Quality Management
 o Meet quality standards and stakeholder expectations
6. Resource Management
o Acquire and manage people, equipment, and materials
7. Communications Management
o Ensure timely, effective information flow
8. Risk Management
o Identify, analyze, and respond to project risks
9. Procurement Management
o Acquire goods/services from external sources
10. Stakeholder Management

 Engage and manage stakeholder expectations and influence

✅ Extensibility

Additional KAs may be added depending on the project type (e.g., Safety, Financial
Management in construction).

✅ Useful References

 Table 1-4: Maps Process Groups ↔ Knowledge Areas

 Sections 4–13: Provide detailed breakdown of each Knowledge Area

 As a summary chart comparing life cycles, process groups, and knowledge areas!
Absolutely! Here's a clean, structured summary comparison chart for Project Life Cycles,
Process Groups, and Knowledge Areas — perfect for quick reference and exam prep.

✅ Summary Chart: Life Cycles vs. Process Groups vs. Knowledge Areas
Key
Category Definition Purpose Structure/Components Examples
Focus
The series of
phases a Provides the Predictive
Phases: Concept → Build
project overall When (Waterfall), Iterative,
Project → Test → Deploy →
passes framework work is Incremental,
Life Cycles Close (Sequential,
through from for managing done Adaptive (Agile),
Iterative, Overlapping)
start to a project Hybrid
completion
Logical Defines how
How
groupings of project
5 Groups: Initiating, work is Initiating a new
project management
Process Planning, Executing, managed project, Planning
management work is
Groups Monitoring & across scope/cost/schedule,
processes structured
Controlling, Closing the Closing contracts
based on and
project
objectives performed
Specific Organizes 10 Areas: Scope, Time,
What Scope planning, Risk
domains of what is being Cost, Quality, Resources,
Knowledge aspect is response, Cost
project managed Risk, Procurement,
Areas being control, Quality
management across the Communication,
managed assurance
expertise project Stakeholder, Integration

✅ Quick Breakdown of Each Category

🔹 Life Cycles

 Determines the overall flow and timing

 Focus on product delivery structure
 Customizable depending on methodology (Agile vs Waterfall)

🔹 Process Groups

 Represents project management functions

 Occur in every phase of the life cycle
 Guides execution, planning, and control

🔹 Knowledge Areas

 Focused on subject-matter expertise

 Present in every Process Group
 Ensures all project dimensions are properly managed
✅ Visualization of Relationships
PROJECT LIFE CYCLE
└── Phase 1 (e.g., Design)
├── Process Groups (Initiating, Planning, Executing, M&C, Closing)
└── Processes categorized by Knowledge Areas (Scope, Cost, etc.)
└── Phase 2 (e.g., Build)
├── Process Groups...

Here’s a compact, exam-ready cheat sheet that compares Project Life Cycles, Process Groups,
and Knowledge Areas — perfect for quick reference, last-minute review, or printing.

✅ Project Management Cheat Sheet

Life Cycles vs. Process Groups vs. Knowledge Areas

🔹 1. Project Life Cycles

“When” work happens

Aspect Details
Definition Phases a project goes through from start to finish
Purpose Framework for managing product development
Phase Nature Sequential, Iterative, Overlapping
Managed By Project Manager + Team
Types ✅ Predictive (Waterfall) ✅ Iterative ✅ Incremental ✅ Adaptive (Agile) ✅ Hybrid
Example Predictive = Bridge construction Agile = App development in sprints

🔹 2. Process Groups

“How” work is managed

Aspect Details
Definition Logical grouping of PM processes based on intent
Purpose Structures project management effort
Timing Applied in each phase of the project
Managed
Project Manager
By
1. Initiating – Define project2. Planning – Plan the work3. Executing – Do the
Groups
work4. Monitoring & Controlling – Track & adjust5. Closing – Finish the work

🔹 3. Knowledge Areas

“What” is being managed

 Aspect Details
Definition Specific subject areas of expertise
Purpose Organizes tools, techniques, and practices by content area
Structure Each Knowledge Area contains processes from multiple Process Groups
Number 10 Knowledge Areas (below)
Used For Assigning specialized processes and aligning responsibilities
🔟 The 10 Knowledge Areas

1. Integration Management – Coordinate everything

2. Scope Management – Define what’s in/out
3. Schedule Management – Manage time
4. Cost Management – Budget & control costs
5. Quality Management – Meet standards
6. Resource Management – People & tools
7. Communications Management – Flow of information
8. Risk Management – Identify & manage risks
9. Procurement Management – External purchases
10. Stakeholder Management – Expectations & engagement

🔄 How They Work Together

Life Cycle Defines project structure and timeline (phases)
Process Groups Applied within each phase of the life cycle
Knowledge Areas Span across all process groups to guide what is being managed

🧠 Visual Summary
Project Life Cycle (e.g., Feasibility → Design → Build → Deploy)
├── In Each Phase → Apply Process Groups (Initiating, Planning, etc.)
└── Use Knowledge Areas (Scope, Cost, Risk...) within each Process Group

Would you like a PDF version of this cheat sheet or want it in a visually styled infographic
layout for printing or slide decks?
Absolutely! Here are 10-mark conceptual exam-style questions and their answers based on the
important topics from your handwritten notes. Each answer is structured in clear bullet points and
divided into key subheadings to cover the entire scope of the topic effectively.

✅ Q1. Explain the Work Breakdown Structure (WBS) and demonstrate how to create it
up to Level 3 for both a tangible and a software development project.
Definition of WBS:

 A hierarchical decomposition of the total scope of work.

 Organizes and defines the project's deliverables and work packages.

Purpose:

 Clarifies scope.
 Assigns responsibilities.
 Tracks cost, time, and performance.

Structure:

 Top Level: Project name or final deliverable.

 Level 1: Major deliverables.
 Level 2: Sub-deliverables.
 Level 3: Work Packages.

Example 1 – Tangible Project (e.g., Building a House):

1.0 House Construction
1.1 Foundation
1.1.1 Excavation
1.1.2 Concrete Pouring
1.2 Structure
1.2.1 Walls
1.2.2 Roof
Example 2 – Software Development Project:
1.0 Mobile App Development
1.1 Requirements
1.1.1 User Requirements
1.1.2 System Requirements
1.2 Design
1.2.1 UI/UX Design
1.2.2 Architecture
Formats:

 Graphical (tree diagram)

 Tabular (outline numbered list)
 Hierarchical (indented text)
✅ Q2. Define a project and project management. How are they different and how do
they work together?
Project – Definition:

 A temporary endeavor with a unique output (product, service, result).

 Has a start and end date.
 Example: Building a bridge, launching a website.

Project Management – Definition:

 The application of knowledge, skills, tools, and techniques to project activities.

 Ensures project requirements are met effectively and efficiently.

Differences:
Project Project Management
Focuses on the what Focuses on the how
Is an output Is a process/system
Has goals/deliverables Manages scope, time, cost, quality
Integration:

 Project management ensures the project is completed on time, within budget, and meets the
defined scope and quality.

✅ Q3. Differentiate between Project, Program, and Portfolio. Explain with examples.
Project:

 Temporary endeavor to create a unique output.

 Example: Develop a mobile app.

Program:

 Group of related projects managed in a coordinated manner to achieve benefits.

 Example: All projects related to launching a smart home product line (app, hardware, cloud
service).

Portfolio:

 Collection of projects, programs, and operations aligned to strategic goals.

 Example: All technology initiatives of a company (AI, cloud, cybersecurity).

Comparison Table:
Element Project Program Portfolio
Scope Defined & specific Broad & evolving Strategic
Focus Deliverables Outcomes & benefits Value realization
Management Project Manager Program Manager Portfolio Manager
✅ Q4. What are Enterprise Environmental Factors (EEFs)? Differentiate between
internal and external EEFs with examples.
Definition:

 Conditions not under project control that influence, constrain, or direct the project.

Internal EEFs:

 Origin within the organization.

 Examples:
o Organizational culture
o Resource availability
o IT infrastructure
o Location of teams

External EEFs:

 Origin outside the organization.

 Examples:
o Government regulations
o Market trends
o Political climate
o Currency rates

Importance:

 EEFs affect planning, execution, and performance.

 Must be assessed in risk and strategy planning.

✅ Q5. Explain OBS (Organizational Breakdown Structure) and how it integrates with
WBS using a matrix.
OBS – Definition:

 Hierarchical structure showing organizational units responsible for project tasks.

Purpose:

 Assigns responsibility.
 Links departments/teams to deliverables.
 Tracks accountability and performance.
WBS vs. OBS:

 WBS = Work to be done (WHAT)

 OBS = Responsibility for work (WHO)

Integration via Matrix:

 WBS elements are mapped to OBS units to form Responsibility Assignment Matrix
(RAM).
 Commonly visualized as a Responsibility Matrix (e.g., RACI chart).

Example:

 WBS: "Develop Login Module"

 OBS: "Software Team A"
 Result: Cost Account tracking work, budget, time for "Login Module" under "Team A"

Would you like 5 more questions like this for a full 100-mark paper, or turn these into printable
PDF/Word format?

Perfect! Here are five more 10-mark conceptual Q&A pairs, continuing from your earlier notes
and completing a full 100-mark exam set. These cover business documents, life cycles, process
groups vs. knowledge areas, WBS representations, and types of questions you might encounter in
exams.

✅ Q6. Discuss the key business documents used in project management and explain
their roles.
1. Project Charter

 Formally authorizes the project.

 Identifies the project manager.
 Outlines high-level objectives, stakeholders, and constraints.

2. Business Case

 Justifies the project's value and feasibility.

 Includes cost-benefit analysis, risk assessment, strategic alignment.

3. Benefits Management Plan

 Defines how and when the project's benefits will be delivered.

 Includes benefit owners, metrics, assumptions.
4. Project Scope Statement

 Describes the project's deliverables and work boundaries.

 Basis for WBS and change control.

Importance:

 Provides alignment with organizational goals.

 Supports go/no-go decisions.
 Ensures consistent stakeholder understanding.

✅ Q7. Explain the concept of project development life cycles. Describe types with
suitable examples.
Definition:

 A development life cycle defines the approach used to build the deliverables.

Types:
🔹 Predictive (Waterfall)

 Scope, time, and cost fixed early.

 Sequential phases (e.g., Construction Project).

🔹 Iterative

 Scope defined early; product evolves via repeated cycles.

 Example: R&D projects.

🔹 Incremental

 Product delivered in usable pieces.

 Example: E-learning platform released module by module.

🔹 Adaptive (Agile)

 Scope refined before each iteration.

 Emphasizes flexibility and feedback (e.g., Scrum in software dev).

🔹 Hybrid

 Combines predictive (for known parts) and adaptive (for evolving parts).

Use Case Example:

 E-commerce website: UI design via predictive, feature development via agile.

✅ Q8. Compare and contrast Process Groups and Knowledge Areas with examples.
Aspect Process Groups Knowledge Areas
Definition Logical group of activities Subject-matter domain of expertise
Focus When/How things are done What is being managed
Structure 5 groups (Initiating to Closing) 10 areas (Scope, Time, Cost, etc.)
Example Planning group includes Plan Scope Scope Management spans all process groups
Key Insight:

 A single process (e.g., Plan Risk Management) belongs to both:

o Planning Process Group
o Risk Management Knowledge Area

✅ Q9. Describe how WBS can be represented hierarchically and graphically. Provide
examples for each.
1. Hierarchical (Indented Format):
1.0 Build a Website
1.1 Planning
1.1.1 Gather Requirements
1.1.2 Draft Scope
1.2 Design
1.2.1 UI/UX
1.2.2 Architecture
2. Graphical (Tree Diagram):
Build Website
├── Planning
│ ├── Requirements
│ └── Scope
└── Design
├── UI/UX
└── Architecture
Purpose:

 Hierarchical: Easy to manage, label, and track.

 Graphical: Great for presentations and visualizing scope.

✅ Q10. Explain why most project management exam questions are conceptual. How
should a student prepare for such exams?
Nature of Conceptual Questions:

 Test understanding, not memorization.

 Require application of concepts in real-world scenarios.

Examples of Conceptual Areas:

 Life cycle selection

 Process group interaction
 Risk response planning
 WBS creation
Preparation Tips:

 Understand core concepts from PMBOK®

 Use flowcharts, matrices, tables (e.g., Table 1-4)
 Practice WBS creation and process mapping
 Apply logic to scenarios instead of rote learning
 Review real case studies and build analogies

Bonus Tip:

 Practice writing brief but complete answers with structure:

o Definition → Explanation → Example → Importance
You're now equipped with 10 long-form exam questions and model answers!

Would you like:

 This whole set in PDF format?

 A printable exam question paper version?
 Flashcards for revision?
📘 Project Management Exam – Set 1 (50 Marks)

Q1. (10 Marks)

Differentiate between Project Life Cycle and Product Life Cycle.

Explain with examples and highlight why it's important to distinguish between the two in project
planning and execution.

Q2. (10 Marks)

Describe the five Project Management Process Groups.

For each, explain its main purpose and give one example of a key process that occurs in that group.

Q3. (10 Marks)

Compare and contrast the Predictive, Iterative, Incremental, and Adaptive life cycles.
Include two advantages and one challenge for each type.

Q4. (10 Marks)

Explain the structure and purpose of the Work Breakdown Structure (WBS) and
Organizational Breakdown Structure (OBS).
How do they integrate through Cost Control Accounts to enhance project control?

Q5. (10 Marks)

Using the PMBOK Guide’s 10 Knowledge Areas, pick any two and explain how their
associated processes contribute to project success.
Use real-world examples or scenarios to support your answer.

📗 Project Management Exam – Set 2 (50 Marks)

Q1. (10 Marks)

Explain the role of Portfolio Management in aligning projects with organizational strategy.
Include a discussion of how portfolio management differs from program and project management.

Q2. (10 Marks)

Discuss the importance and structure of Phase Gate Reviews (Stage Gates).
Provide a realistic example where a project would be stopped or revised due to a phase gate
outcome.

Q3. (10 Marks)

What are Enterprise Environmental Factors (EEFs) and Organizational Process Assets
(OPAs)?
Provide five examples of each and explain how they influence project planning and execution.

Q4. (10 Marks)

Illustrate the relationship between Process Groups and Knowledge Areas.

How does Table 1-4 in the PMBOK Guide help project managers in planning and tracking their
projects?

Q5. (10 Marks)

Design a scenario involving a software development project and describe how Agile
(Adaptive Life Cycle) would be used.
Include sprint planning, customer feedback loops, and backlog refinement in your answer.

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generate model answers or marking rubrics if you want to turn this into a practice or teaching
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Project Management Exam – Set 1 – Answer Key

Q1. Difference Between Project Life Cycle and Product Life Cycle

Project Life Cycle:

  Series of phases from project start to end
 Focuses on managing the project work
 Temporary; ends with project completion
 Example Phases: Initiating → Planning → Executing → Closing

Product Life Cycle:

 Covers the entire life of a product (from concept to retirement)

 Focuses on product performance and market response
 Long-term; may span multiple projects
 Phases: Concept → Growth → Maturity → Decline → Retirement

Importance:

 Helps in planning project transitions

 Distinguishes between project closure and product continuation

Q2. Five Project Management Process Groups

1. Initiating
o Defines a new project or phase
o Example: Develop Project Charter
2. Planning
o Sets scope, goals, and strategy
o Example: Create Project Management Plan
3. Executing
o Performs the defined project work
o Example: Manage Project Team
4. Monitoring & Controlling
o Tracks progress, manages changes
o Example: Control Schedule, Monitor Risks
5. Closing
o Finalizes the project or phase
o Example: Archive Documents, Release Resources

Q3. Compare Life Cycle Types

Type Description Pros Cons
Predictive Full plan defined upfront High control, predictable Inflexible to change
Repeated cycles refine Feedback-driven, refines Integration may be
Iterative
product outcomes delayed
Builds deliverables in
Incremental Early delivery, faster feedback Needs final integration
increments
Iterative + Incremental + Very responsive, customer- Harder to predict
Adaptive
Flexible focused scope/time
Q4. WBS, OBS, and Cost Accounts

WBS (Work Breakdown Structure):

 Hierarchical breakdown of work

 Defines what needs to be done

OBS (Organizational Breakdown Structure):

 Hierarchical structure of team roles

 Defines who does the work

Integration via Cost Control Accounts:

 Occurs at the intersection of WBS & OBS

 Links scope, responsibility, and cost
 Enables accountability and performance tracking

Q5. Two Knowledge Areas (Example: Scope & Risk)

Project Scope Management:

 Involves planning, collecting requirements, and defining deliverables

 Prevents scope creep and ensures stakeholder alignment

Project Risk Management:

 Identifies and manages risks proactively

 Increases resilience and likelihood of success

Real-World Example:

 In app development: Scope ensures only required features are built; Risk management
avoids delay from unexpected issues

✅ Project Management Exam – Set 2 – Answer Key

Q1. Portfolio Management and Strategy Alignment

Role of Portfolio Management:

 Aligns projects/programs with strategic goals

 Prioritizes investment and resources

Difference from Program/Project Management:

 Portfolio: Focus on doing the right work (strategic)

  Program: Managing related projects for synergy
 Project: Focus on doing the work right

Example:

 Utility company manages renewable energy projects under a portfolio to meet sustainability
targets

Q2. Phase Gate Reviews (Stage Gates)

Purpose:

 Assess progress at end of a phase

 Decision-making tool: Go / Kill / Rework / Hold

Structure:

 Compares current outcomes to:

o Project Charter
o Business Case
o Project Plan
o Benefits Plan

Example:

 A prototype fails a usability test → project is paused for rework before proceeding to
development

Q3. EEFs vs OPAs

Enterprise Environmental Factors (EEFs):

 External or internal factors not under project control

 Examples:
o Market trends
o Legal requirements
o Infrastructure
o Political climate
o Currency rates

Organizational Process Assets (OPAs):

 Internal tools, templates, and processes

 Examples:
o PM templates
o Historical data
o Policies
 o Lessons learned
o Reporting standards

Influence:

 EEFs may constrain or enable

 OPAs streamline and improve consistency

Q4. Relationship Between Process Groups & Knowledge Areas

Process Groups:

 Represent when/how actions are performed (Initiating → Closing)

Knowledge Areas:

 Represent what is being managed (Scope, Cost, etc.)

Table 1-4 (PMBOK):

 Maps each process to both a Process Group and a Knowledge Area

 Ensures comprehensive project planning and execution

Q5. Agile Scenario: Software Development

Scenario:

 App development team uses Scrum

Sprint Planning:

 Team selects tasks for 2-week sprint from the backlog

Execution:

 Daily stand-ups, developers build features iteratively

Review & Feedback:

 End of sprint demo to customer

 Feedback informs backlog updates

Retrospective:

 Team discusses improvements for next sprint

Outcome:
 Flexible, fast, customer-focused delivery