آموزش نصب2012 SQL Server و P6-8.3
ساعت ٧:٥٩ ‎ق.ظ روز چهارشنبه ۱۱ شهریور ،۱۳٩٤ : توسط : ®Zahedi , PMP

ابتدا نرم افزار sql server 2012 express را نصب می کنیم .

-         در بخش Installation Type  ،     Perform a new . . . را انتخاب می کنیم.

-         در بخش Instance Configuration  ،  در قسمت Named instance ،  نام مورد نظر (inst2012)  را وارد می کنیم.

در بخش  Database engine configuration ، در قسمت Authentication mode ، گزینه Mixed mode را انتخاب کرده و پسورد (1234)  را وارد می کنیم که بعدا هنگام اتصال به بانک اطلاعاتی استفاده خواهد شد که در آنجا User name برابر sa خواهد بود.

 

در مرحله بعد نرم افزار P6 8.3 را نصب می کنیم.

در فایلهای نصب نرم افزار P6 ، در قسمت Primavera P6 R8.3\P6_R83_Client_Applications\Java ، برای نصب نرم افزار 32 بیتی، فایل جاوای x86 را اجرا و نصب می نماییم. سپس آدرس محل نرم افزار که در مسیری مانند

 C:\Program Files\Java\jre7 خواهد بود را کپی می نماییم. سپس با راست کلیک روی My computer ، مسیر زیر را دنبال می کنیم :

Properties->Advanced system settings->Environment variables

 در پنجره بالایی روی دکمه New کلیک کرده و نام variable را JAVA_HOME تایپ کرده و در variable value ، آدرس محل نصب جاوا (C:\Program Files\Java\jre7) را paste می کنیم.

نرم افزار SQL server confiquration manager را از مسیر Start-> Programs اجرا نموده و در سمت چپ اگر بیش از یک Intance داریم، غیر از آنکه قرار است با آن کار کنیم، سایر Intance ها را تک تک انتخاب نموده و در سمت راست پروتکلهای مربوط به آنها را Disable می نماییم. سپس با انتخاب Intance  جدید (inst2012) در قسمت پروتکلها، ابتدا همه را Enable کرده و روی TCP/IP راست کلیک کرده با انتخاب Properties ،  در IP Addresse در پایینترین قسمت، در بخش IPAll ، مقدار TCP port را برابر 1433 قرار می دهیم و OK را کلیک می کنیم.

برای اطمینان از صحت عملکرد بانک اطلاعاتی ، از مسیر :

Control Panel - > Administrative Tools->Component services-> Services(Local)

سرویس  SQL server(inst2012) را یافته و در قسمت Startup type آن را Automatic انتخاب کرده و Status آن را چک می کنیم که Started  با شد و سایر Instance ها Stop باشند.

در پوشه های نصب نرم افزار به پوشه P6_R83_Database رفته و فایل dbsetup.bat را اجرا می کنیم.

در قسمت بالا Install a new database و در بخش پایین، SQL server را انتخاب می کنیم.

در مرحله بعد ، پسوردی را که برای اتصال به Database داده بودیم (1234) وارد می کنیم.

سپس در قسمت database name نام مورد نظر (PMDB) را وارد می کنیم.

در مرحله بعدی عبارت مقابل Privileged user را کپی کرده و  در دو جای خالی پایینی مربوط به پسورد Paste می کنیم.

برای Public user نیز عبارت مقابل آن را بعنوان پسورد در زیر آن Paste می کنیم.

در مرحله بعد پسورد را admin انتخاب می کنیم.

پس از نصب Data base وارد پوشه Client Application شده و فایل Setup را اجرا می کنیم.

در مرحله Choose setup type ، حالت Typical  را انتخاب می نماییم.

سپس در مرحله Database Configuration ،  نام کامپیوتر را در Host name  وارد نموده و در مقابل database name نام بانک اطلاعاتی را که PMDB انتخاب کرده بودیم، وارد می کنیم.

در مرحله بعد User name  و  پسورد را با توجه به مراحل قبلی، pubuser  وارد نموده و مراحل ادامه می دهیم.

پس از نصب برنامه ، با اجرای آن از مسیر Start-> Program files -> P6 Professional و وارد کردن پسورد admin ، با اتصال برنامه رویه به بانک اطلاعاتی، وارد محیط برنامه خواهیم شد.

 

آموزش نرم افزار P6


 
نمونه سوالات Stakeholders - PMP
ساعت ٥:٤٦ ‎ب.ظ روز دوشنبه ۱ دی ،۱۳٩۳ : توسط : ®Zahedi , PMP

1.   Anthony is currently managing a bridge construction project. The project is in the execution phase. During the planning phase of the project, Anthony developed a comprehensive stakeholder management plan for the project. However, the frequency of the plan review has not been defined. How often should the stakeholder management plan be reviewed by Anthony?

A. On a monthly basis.

B.  The stakeholder management plan cannot be reviewed during the execution of the project.

C. On a weekly basis.

D. On a regular basis; frequency needs to be decided by Anthony.

 

2.   Jim is managing a road network design project for a government agency. He is currently carrying out the Plan Stakeholder Management process for the project. Which of the following documents will provide the list of project stakeholders to Jim for this process?

A. Organizational process assets

B. Enterprise environmental factors

C. Stakeholder register

D. Project management plan

 

3.   Gordon is currently developing his project's stakeholder management strategy. All enterprise environmental factors should be considered during this process. Which of the following enterprise environmental factors should be paid special attention during this process?

A. Project templates

B. Lessons learned from past similar projects

C. Commercial databases

D. The organization's culture and structure

 

4.   Daniel is the project manager for a factory construction project. Daniel has recently joined this organization and is not fully aware of the organization's culture and structure. In order to manage his project stakeholders, Daniel has to understand his project stakeholders better. Which of the following can provide Daniel some historical information regarding stakeholder management on previous projects?

A. Project management plan

B. Enterprise environmental factors

C. Organizational process assets

D. Project charter

 

5.   The Project Stakeholder Management knowledge area is focused on engaging project stakeholders with the project. What is the objective of effectively keeping the project stakeholders engaged with the project?

A. To manage their expectations so that the project objectives are achieved.

B. Using consistent project management methodology across organizational projects.

C. To motivate the project team members.

D. To demotivate the negative stakeholders.

 

6.   Christine is managing a healthcare software development project. At a PMI conference, she met George who is the project manager at a competitor organization. George is a PMP and has successfully delivered many successful healthcare related software development projects. If George shares his stakeholder management experience with Christine, will that be considered Expert Judgment?

A. No! George is a project manager at a competitor organization.

B. Yes! All participants at a PMI conference are experts.

C. Yes! George is an expert in managing such projects.

D. No! This would be an example of expert opinion and not expert judgment.

 

7.   Sandra is managing a new supersonic aircraft design project. This is a huge project and the success of this project is very critical for her organization. For such mission-critical projects, which of the following is the most desirable engagement level for all major project stakeholders?

A. Resistant stakeholders

B. Leading stakeholders

C. Neutral stakeholders

D. Supportive stakeholders

 

8.   Jennifer has recently been asked to manage an office refurbishment project. She finds out that the chief financial officer of the company is resisting the project. The chief financial officer is a key project stakeholder. What must Jennifer do first?

A. Seek expert judgment from the project initiator.

B. Seek support from the project sponsor to force project decisions.

C. Conduct a team meeting to discuss this issue.

D. Analyze options that might change or influence the chief financial officer's perception.

 

9.   Greg's project is in the initiating stage. The sponsor of the project has asked Greg to present a list of the identified project stakeholders in the next project update meeting. He has also asked Greg to present the project stakeholders current and desired engagement levels so that they can brainstorm on the stakeholder management strategy. Which of the following is a presentation tool that can help Greg summarize all of this information in a tabular format?

A. Communications management plan

B. Stakeholder register

C. Stakeholders engagement assessment matrix

D. Stakeholder management plan

 

10. Diana is managing the development of a mobile phone application. Half of the project work has been completed. Diana is currently reviewing her stakeholder management plan. She finds out that some of the resisting stakeholders have now become supportive. How should Diana update her stakeholder management plan?

A. Do not update the stakeholder management plan at this stage as things are getting better.

B. Transfer these stakeholders to the project supporters group, and for these

stakeholders, adopt the stakeholder management strategy defined for the project supporters.

C. For these stakeholders, continue with the defined resisting stakeholder management strategy as this strategy has produced positive results so far.

D. Transfer these stakeholders to the project supporters group but continue with the defined resisting stakeholder management strategy with these stakeholders.

 

Answers

 

1.   D - As projects progress, projectstakeholders, their interests, needs, expectations and engagement levels may change. The stakeholder management plan should be regularly reviewed by the project manager. The
frequency of the review should be decided by the project manager if that has not been imposed by the top management. [PMBOK 5th edition, Page 400] [Project Stakeholder Management]

2.   C - The stakeholder register, an output of the Identify Stakeholders process, documents all of the identified project stakeholders and related information. The stakeholder register (an input to the Plan Stakeholder        Management process) will provide the necessary information to Jim. [PMBOK 5th edition, Page 400] [Project Stakeholder Management]

3.   D - The lessons learned and the project templates are not enterprise environmental factors, these are organizational process assets. The commercial databases can provide very limited information to develop the
stakeholder management plan. During the Plan Stakeholder Management process, the organization's culture and structure are of particular importance. [PMBOK 5th edition, Page 401] [Project Stakeholder Management]

4.   C - The project charter and the project management plan do not document lessons learned from previous similar projects. Lessons learned are stored in the organization's process assets library. [PMBOK 5th edition, Page 401] [Project Stakeholder Management]

5.   A - The core objective for stakeholder engagement management is to ensure that the project stakeholders are kept satisfied and their expectations are being met throughout the course of the project. Keeping the project
team members motivated and using a consistent project management methodology are generic objectives of project management. [PMBOK 5th edition, Page 400] [Project Stakeholder Management]

6.   C - George is giving an expert opinion; this is analogous to expert judgment. A PMP certified project manager from a competitor would not normally give false information. This can be considered an expert judgment since George has successfully delivered many similar projects. [PMBOK 5th edition, Page 401] [Project Stakeholder Management]

7.   D - It would be an ideal situation for any project if all of the major stakeholders are supportive of the project. This will ensure smooth project progress and timely resolution of issues. In the real world this might not be
achievable; nevertheless, it is the most desirable state for all major stakeholders. On the other hand, if all major stakeholders assume a leading role, this will lead to major and serious conflicts. [PMBOK 5th edition,Page 402] [Project Stakeholder Management]

8.   D - In this scenario, the chief financial officer is a resistant key stakeholder. The chief financial officer must be turned into a project supporter in order to ensure success. Any of the given choices can be the solution to this problem. However, Jennifer should first identify all the available options and analyze them before selecting the best option. [PMBOK 5th edition, Page 402] [Project Stakeholder Management]

9.   C - Both the communications and stakeholder management plans are detailed textual documents. They are not presentation tools. On the other hand, both the stakeholder register and the stakeholders engagement
assessment matrix contain the required information. However, the stakeholders engagement assessment is the best tool to be selected in this situation as it only presents the information required by the project sponsor in a tabular format. [PMBOK 5th edition, Page 402] [Project Stakeholder Management]

10. B - The stakeholder management plan should be reviewed regularly. Since some of the resistant project stakeholders have now become project supporters, this implies that the current stakeholder classification in the
stakeholder management plan is no longer accurate. These stakeholders should now be transferred to the
project supporters group, and going forward the stakeholder management strategy defined for the project supporters should be adopted for these stakeholders. Although the stakeholder management strategy for the
resisting stakeholders has delivered great results, it should only be applied to the current project resistant stakeholders. [PMBOK 5th edition, Page 400] [Project Stakeholder Management]

 

MSP,PMBOK,PMP  آموزش

 مدیر وبلاگ


 
نمونه سوالات Procurement - PMP
ساعت ٥:۳٦ ‎ب.ظ روز دوشنبه ۱ دی ،۱۳٩۳ : توسط : ®Zahedi , PMP

1.   Which of these is not an input to the Control Procurements process?

A. Agreements

B. Change requests

C. Work performance data

D. Work performance reports

 

2.   Which of the following is not a tool or technique of the Control Procurements process?

A. Payment system

B. Configuration management system

C. Contract change control system

D. Records management system

 

3.   You have received a proposal against a RFP that was sent to vendors. One of the vendors has indicated that they can do the project for $12,500. The cost for the project is $10,000 and their profit will be $2,500. Which type of the contracts is most suitable to be used in this situation?

A. Cost Plus Fixed Fee

B. Cost Plus Percentage of Cost

C. Fixed price

D. Cost Plus Incentive Fee

 

4.   Your company requires that before you purchase any routers or switches for the data center you are building, you need to solicit quotes from three separate suppliers prior to submitting the purchase request to the finance department. This policy belongs to?

A. Organizational Process Assets

B. Enterprise Environmental Factors

C. Procurement Management Knowledge Area

D. Make-or-Buy Decision

 

5.   Which process involves verification and acceptance of all project deliverables, and hence supports the Close Project or Phase process?

A. Perform Integrated Change Control

B. Validate Scope

C. Estimate Activity Durations

D. Control Costs

 

6.   Which of the following is accurate regarding agreements in the Project Procurement Management?

A. Agreements can never be terminated.

B. Terms and conditions never include the seller's proposal

C. Agreements are informal documents.

D. Agreements are legal documents between a buyer and a seller.

 

7.   What is the purpose of a bidder conference?

A. Awarding a contract to the most suitable vendor

B. Pre-qualifying the potential sellers

C. Ensuring all vendors have a clear understanding of the procurement

D. Developing a comprehensive sellers list

 

8.   The types of contracts that can be used in a project are documented in the:

A. Request for Proposal (RFP)

B. Procurement management plan

C. Procurement statement of work

D. Work breakdown structure (WBS)

 

9.   Different types of contracts are appropriate for different types of purchases. Which of these is not one of the three broad categories of contracts?

A. Cost-reimbursable

B. Time and Material

C. Fixed-price or lump-sum

D. Fixed-assessment

 

10. You are building a mansion that will have copper roofs. The duration of the project will be approximately three years, so you have built into the contract that as the price of copper increases the contract allows for price increases as a percentage of the cost copper. However, all other costs are fixed. This is an example of what type of contract?

A. Fixed Price with Economic Price Adjustment

B. Fixed Price Incentive Fee

C. Unit Price

D. Time and Materials

 

 

Answers

1.   B - Change requests are not the inputs of the Control Procurement process. The rest of the choices are valid
       inputs of this process. [PMBOK 5th edition, Page 379] [Project Procurement Management]

2.   B - The configuration management system is not a tool and technique of the Control Procurements process.The rest of the choices are valid tools and techniques of this process. [PMBOK 5th edition, Page 379] [Project Procurement Management]

3.   C - Apparently it looks like the vendor is asking for a cost plus fixed fee contract. However, the vendor is actually looking for a fixed price contract when they asked for a fixed $12,500. The cost and fee are just the components the vendor has estimated to come up with a final price. [PMBOK 5th edition, Page 362, 363] [Project Procurement Management]

4.   A - Any type of corporate policy or formal procurement procedure is an organizational process asset. [PMBOK 5th edition, Page 27] [Project Procurement Management]

5.   B - The Validate Scope process formalizes the acceptance of the completed project deliverables and hence supports the Close Project or Phase process. [PMBOK 5th edition, Page 133] [Project Scope Management]

6.   D - Agreements are legal and formal documents between buyers and sellers. [PMBOK 5th edition, Page 357] [Project Procurement Management]

7.   C - Bidder conferences are also called contractor conferences or vendor conferences. Their purpose is provide all vendors with an understanding of the project requirements and give all vendors equal time to get their       questions answered. [PMBOK 5th edition, Page 375] [Project Procurement Management]

8.   B - The types of contracts that can be used in a project are documented in the Procurement Management Plan.
       [PMBOK 5th edition, Page 366] [Project Procurement Management]

9.   D - Fixed-assessment is not a category of contracts. [PMBOK 5th edition, Page 362] [Project Procurement Management]

10. A - Since the price increases are tied only to the rising costs of the copper, this is a Fixed Price with Economic Price Adjustment (FP-EPA) contract. This is common with multiple year contracts. [PMBOK 5th edition, Page 363] [Project Procurement Management]

 

 

MSP,PMBOK,PMP  آموزش

 


 
نمونه سوالات Risk - PMP
ساعت ٥:٢٧ ‎ب.ظ روز دوشنبه ۱ دی ،۱۳٩۳ : توسط : ®Zahedi , PMP

1.   Which of these is a valid response to negative risks and not positive risks?

A. Exploit

B. Mitigate

C. Enhance

D. Share

 

2.   Which of these is accurate regarding risk management?

A. Organizations are not likely to perceive risk as a threat to project success

B. It has its origins in the uncertainty present in all projects

C.  The attitudes of individuals and organizations must not be a factor affecting risk management

D. It is a passive activity in project management

 

3.   As the project manager, of a project to construct a city park, you have yourself identified 39 risks on the project, determined what would trigger the risks, rated them on a risk rating matrix, tested the assumptions and assessed the quality of the data used. You now plan to move to the next step of the risk management process. What have you missed?

A. Overall risk ranking for the project

B. Involvement of other stakeholders

C. Risk Mitigation

D. Simulation

 

4.   Your project sponsor has asked you to present your project's high-level risk register to him in the next project update meeting. Which of the following processes must be started to have your high level risk register?

A. Plan Risk Management

B. Perform Qualitative Risk Analysis

C. Identify Risks

D. Control Risks

 

5.   Which of these is an input of the Control Risks process?

A. Risk audits

B. Change requests

C. Work performance information

D. Work Performance Reports

 

6.   Which of the following is true about risks?

A. The risk register documents all the identified risks in detail

B. Risk impact should be considered, but probability of occurrence is not important

C. Risks always have negative impact and not positive

D. Risk Response Plan is another name for Risk Management Plan.

 

7.   During which stage of risk planning are risks prioritized based on their relative probability and impact?

A. Perform Qualitative risk analysis

B. Identify Risks

C. Perform Quantitative risk analysis

D. Plan Risk Responses

 

8.   If a project has a 60% chance of a U.S. $100,000 profit and a 40% chance of a U.S. $100,000 loss, the expected monetary value of the project is?

A. $20,000 profit

B. $40,000 loss

C. $100,000 profit

D. $60,000 loss

 

9.   Which of these statements about Risk in a project is correct?

A. Risks are always negative in nature and are threats that need to be managed well

B. A risk is always induced external to the project.

C.  Risk responses reflect an organization's perceived balance between risk taking and risk avoidance

D. Risks need not be planned for in all projects

 

10. The Manage Communications process belongs to which of the following process groups?

A. Planning

B. Monitoring & Controlling

C. Closing

D. Executing

 

 

Answers

1.   B - Risk mitigation is a valid response to negative risks. [PMBOK 5th edition, Page 344, 345, 356] [Project Risk Management]

2.   B - Risk management does indeed have its origins in the uncertainty present in all projects. [PMBOK 5th edition, Page 310] [Project Risk Management]

3.   B - The project manager is using a good process, however he/she should have involved the other stakeholders to help identify risks. [PMBOK 5th edition, Page 321] [Project Risk Management]

4.   C - A high-level risk register contains the identified risks only. The risk register is created during the Identify Risks process. [PMBOK 5th edition, Page 327] [Project Risk Management]

5.   D - Work Performance Reports are the inputs to the Control Risks process. [PMBOK 5th edition, Page 349] [Project Risk Management]

6.   A - The risk register contains details of the identified risks. [PMBOK 5th edition, Page 327] [Project Risk Management]

7.   A - Perform Qualitative Risk Analysis assesses the impact and likelihood of identified risks. During this process the risks are prioritized based on their relative probability and impact. [PMBOK 5th edition, Page 329] [Project     Risk Management]

8.   A - EMV=Probability × Impact .6 × $100,000=$60,000       .4 × ($100,000)=($40,000) $60,000-$40,000=$20,000 profit. [PMBOK 5th edition, Page 339] [Project Risk Management]

9.   C - Risk responses reflect an organization's perceived balance between risk taking and risk avoidance. The other choices are incorrect. Risks need not be induced only external to the project. For example, adopting a fast track schedule may be a conscious choice and result in some risks. This may however be in balance with the reward gained by taking the risk. Risks need not always be negative in nature. They may be positive as well. All projects need to plan for Risks. [PMBOK 5th edition, Page 310, 311] [Project Risk Management]

10. D - The Manage Communications process belongs to the Executing process group. [PMBOK 5th edition, Page  61] [Project Communications Management]

 

MSP,PMBOK,PMP  آموزش  


 
نمونه سوالات Communication - PMP
ساعت ٥:٢۱ ‎ب.ظ روز دوشنبه ۱ دی ،۱۳٩۳ : توسط : ®Zahedi , PMP

1.   You are holding a kick off meeting for the build out of a new data center. This will be the largest, most  costly and most complex project you have worked on in your career. You have counted up the number of stakeholders, vendors and project team members to be 52. In order to stress to the group how important and difficult communication will be on the project you want to tell them how many channels of communication exist on the project. What would you tell them?

A. 2625 channels exist on the project

B. 52 channels exist on the project

C. 2704 channels exist on the project

D. 1326 channels exist on the project

 

2.   A communications management plan should include all of the following, EXCEPT:

A. Glossary of Common Terminology

B. Escalation List/Contacts

C. Person that will issue weekly reports

D. Risk Register

 

3.   You are working on a project with a fixed fee contract, therefore communications should tend toward?

A. Formal Verbal Communication

B. Informal Written Communication

C. Formal Written Communication

D. Informal Verbal Communication

 

4.   A project initially starts out with 3 stakeholders but the number increases to 7 during the course of the project. How many channels does the project manager now need to manage?

A. 18 channels

B. 10 channels

C. 21 channels

D. 7 channels

 

5.   You are the Project Manager and are responsible for the development of a mall. As with any construction project, there will be multiple iterations of blueprints and engineering drawings, so you have decided to create an online database that can be used to query the documents by name, type, date, etc. This is an example of what type of communication tool?

A. Project Management Information System

B. Lessons Learned

C. Project Records

D. Configuration Management System

 

6.   You are working on a project where all the team members are located in geographically different areas, therefore all the communication is done via e-mail and chat. It is sometimes hard to get the true meaning of these messages because you can't see facial expression or hear tone of voice, this is an example of?

A. Encoding

B. Medium

C. Decoding

D. Noise

 

7.   You are reviewing a project with Tom, a new project manager. While discussing the communication requirements with Tom, you find that he has an impression that a project with 'n' number of stakeholders has 'n' communication channels. You are aware that this is wrong. What is the rightanswer?

A. No of channels = n(n+1)/2 where n = number of stakeholders

B. No of channels = (n+1)*(n-1)/2 where n = number of stakeholders

C. No of channels = n(n-1)/2n where n = number of stakeholders

D. No of channels = n(n-1)/2 where n = number of stakeholders

 

8.   Your project calls for communication with a very large audience. What communication method would be appropriate under such circumstances?

A. Pull communication

B. Interactive communication

C. Two-way communication

D. Push communication

 

9.   An external auditor is auditing the quality of your project's management processes. Which of the following processes this activity relates to?

A. Control Quality

B. Perform Quality Assurance

C. Validate Scope

D. Control Procurements

 

10. Successful project managers generally spend an inordinate of time, doing what?

A. Updating the Project Management Plan

B. Communicating

C. Working Scheduled Activities

D. Managing Risks

 

 

Answers

 

1.   D - Communication Channel formula is: n(n-1)/2. N=Number of people involved on the project. 52(52-1)/2   52*51=2652 2652/2=1326 [PMBOK 5th edition, Page 292] [Project Communications Management]

2.   D - The Risk Register is part of Risk Management and is not included in the Communications Management Plan. [PMBOK 5th edition, Page 296] [Project Communications Management]

3.   C - Anytime contracts are involved in a project, the project manager/team should use formal written

communication methods. [PMBOK 5th edition, Page 287] [Project Communications Management]

4.   C - The correct answer is 21. The number of channels = n(n-1)/2 where n is the number of stakeholders. Since there are 7 stakeholders now, the number of channels is 7 X 6 / 2 = 21. [PMBOK 5th edition, Page 292] [Project Communications Management]

5.   A - The online database is an example of a Project Management Information System. [PMBOK 5th edition, Page 554] [Project Communications Management]

6.   D - Anything that interferes with the meaning of a message is considered noise. [PMBOK 5th edition, Page 293] [Project Communications Management]

7.   D - The correct response is n(n-1)/2 where n = number of stakeholders. [PMBOK 5th edition, Page 292] [Project Communications Management]

8.   A - The situation in the project would call for pull communication. This is suited for very large audiences and would allow them to access information content at their own discretion. [PMBOK 5th edition, Page 295] [Project Communications Management]

9.   B - This is an example of a quality audit by an external auditor. This is a tool and technique of the Perform Quality Assurance process. [PMBOK 5th edition, Page 247] [Project Quality Management]

10. B - Most projects fail because of poor communication. Successful project managers spend a great deal of time communicating. [PMBOK 5th edition, Page 287] [Project Communications Management]

 

MSP,PMBOK,PMP  آموزش


 
نمونه سوالات Human Resource - PMP
ساعت ۱:٠٦ ‎ب.ظ روز دوشنبه ۱ دی ،۱۳٩۳ : توسط : ®Zahedi , PMP

1.   Ken is managing a project where the morale of the team is very low. The team members have been on the project for more than a year and though the project is due to end in a few weeks' time, they do not know what is in store for them. What should Ken have planned better to avoid such a situation?

A. Ground rules

B. 360-degree feedback

C. Job rotation within the project.

D. Staff release plan

 

2.   You are the project manager of a project whose team has interacted with a number of stakeholders. You feel that in order to have a very objective project performance appraisal, you would like to obtain feedback for the project team members from all the people they have worked with, including superiors, peers and subordinates. Project performance appraisals are carried out during which of the following processes?

A. Close Project or Phase

B. Acquire Project Team

C. Manage Project Team

D. Develop Project Team

 

3.   Which of the following is not a tool and technique of the Plan Human Resource Management process?

A. Organizational theory

B. Networking

C. Organization charts

D. Rewards and recognition

 

4.   Which of these is not an Enterprise environmental factor that can influence the Plan Human Resource Management process?

A. Organizational culture

B. Lessons learned on organizational structures

C. Marketplace conditions

D. Personnel administration policies

 

5.   Which of the following is not provided by the communications management plan?

A. Stakeholders communication requirements

B. Frequency of communication

C. Person responsible for communicating the information

D. Desired and current engagement levels of key stakeholders

 

6.   You are managing a project. An audit team wants to know where they can find information on training plans for the project team members and certification requirements. This would be found in the:

A. Resource Breakdown Structure

B. Staff Release Plan

C. Staffing Management Plan

D. Communications Management Plan

 

7.   You are managing a project and find that you need to apply resource leveling. Which of the following tools can help you identify resources that are over allocated?

A. Resource Assignment Matrix

B. Network diagram

C. Resource Histogram

D. Resource Breakdown Structure

 

8.   Which of the following is not among the processes of Project Communications Management?

A. Control Communications

B. Identify Stakeholders

C. Plan Communications Management

D. Manage Communications

 

9.   Ground rules are established to set clear expectations regarding acceptable behavior by the project team members. Whose responsibility is it to enforce ground rules?

A. The project manager

B. All project team members share the responsibility for enforcing the rules once they are established

C. The HR team

D. The project manager and senior team members

  

10. Conflict management is a tool and technique of which of the following processes?

A. Control Procurements

B. Identify Stakeholders

C. Close Project or Phase

D. Manage Project Team

 

 

Answers

1.   D - The correct response is the staff release plan. While job rotation is a good way of ensuring high morale within the team, it is more of an ongoing effort and within the project team. The project manager needs to determine the method and timing of releasing team members (release criteria). Smooth transitions to upcoming projects helps improve the morale. [PMBOK 5th edition, Page 266] [Project Human Resource Management]

2.   C - Project performance appraisal are carried out during the Manage Project Team process. [PMBOK 5th edition, Page 282] [Project Human Resource Management]

3.   D - Rewards and Recognition is a tool and technique used in the Develop Project Team process and not in the Plan Human Resource Management process. [PMBOK 5th edition, Page 257] [Project Human Resource Management]

4.   B - Lessons learned on organizational structures are used as inputs to the Plan Human Resource Management process. However, these are organizational process assets and not enterprise environmental factors. [PMBOK 5th edition, Page 260] [Project Human Resource Management]

5.   D - The desired and current engagement levels of key stakeholders are documented in the stakeholder management plan. The rest of the choices are the components of the communications management plan. [PMBOK 5th edition, Page 296, 403] [Project Communications Management]

6.   C - The correct response is the Staffing Management Plan. This lists the time periods that team members are expected to work on the project along with information such as training plans, certification requirements and compliance issues. [PMBOK 5th edition, Page 265, 266] [Project Human Resource Management]

7.   C - The Resource Histogram is a tool for charting human resources and illustrates the number of hours that a person, department or entire project team will be needed each week or month over the course of the project. The chart can include a horizontal line that represents the maximum number of hours from a particular             resource. This can be used for a resource leveling strategy. [PMBOK 5th edition, Page 265] [Project Human Resource Management]

8.   B - The Identify Stakeholders is a process from the Project Stakeholder Management knowledge area. [PMBOK 5th edition, Page 287, 391] [Project Communications Management]

9.   B - All project team members share responsibility for enforcing the rules once they are established. [PMBOK 5th edition, Page 277] [Project Human Resource Management]

10. D - Conflict Management is a tool and technique of the Manage Project Team process. The Control Procurements process has Claims Administration that somewhat relates to conflict management. [PMBOK 5th edition, Page 282] [Project Human Resource Management]

 

MSP,PMBOK,PMP  آموزش

 


 
نمونه سوالات Quality - PMP
ساعت ۱٢:٤٩ ‎ب.ظ روز دوشنبه ۱ دی ،۱۳٩۳ : توسط : ®Zahedi , PMP

1.   Gordon has recently taken over a project as the project manager. The project is already halfway through the execution. Reviewing the project management plan, Gordon found outs that the project's WBS is not aligned with the project management plan and the 100% rule was ignored. What does this mean?

A.  The WBS doesn't contain all of the project and product
work mentioned in the project management plan.

B. The project is not halfway through the execution.

C. The project management plan can never be 100% complete.

D. The project cannot be completed on time.

 

2.   What is a control chart?

A. A type of a RACI chart

B. A chart that shows the root cause of a problem

C. A type of a fishbone diagram

D. A chart that shows the stability of a process

 

3.   A project manager is unsure of the difference between precision and accuracy and asks for your help in understanding the difference between the two terms. Which of these responses would be the best response to such a question?

A. Precision is consistency that the value of a repeated set of measurements are clustered and have little scatter whereas accuracy is correctness that the measured value is very close to the true value.

B. Accuracy is consistency that the value of a repeated set of measurements are clustered and have little scatter whereas precision is correctness that the measured value is very close to the true value.

C.  Accuracy and Precision are equivalent and normally  specified in the SOW by the customer who issues the SOW.

D.  Accuracy is more important than precision. The project management team must decide the level of accuracy required.

 

4.   The technique of comparing actual or planned project practices to those of other projects to generate  ideas for improvement and to provide a basis by which to measure performance is known as:

A. Workbench

B. Benchmarking

C. Quality control

D. Dependency

 

5.   There is a serious defect in the finished product of a project that was completed a few months back and this results in a recall campaign to recall the defective products. What would be the best classification for these types of costs?

A. To complete performance index (TCP)

B. Cost variance

C. Cost of conformance

D. Cost of non-conformance

 

6.   You are the project manager of a project and have come up with a bar graph of problems and their frequencies. This kind of a chart is called a:

A. Deming chart

B. Pareto chart

C. Ishikawa diagram

D. Control chart

 

7.   What is the process of random selection and inspection of a work product?

A. Control Charting

B. Flow Charting

C. Statistical Sampling

D. Benchmarking

 

8.   Which of the following relates to Root Cause Analysis?

A. Process Analysis

B. Performance Measurements

C. Pareto Chart

D. Quality Control Measurements

 

9.   Which of the following tools is used during Trend Analysis?

A. Decision Tree Analysis

B. Scatter Diagram

C. Earned Value Analysis

D. Cause and Effect Diagram

 

10. An automotive designer uses a certain technique to determine which combination of suspension and tires will produce the most desirable ride characteristics at a reasonable cost. In order to do this, she works with a statistical framework and systematically changes all of the important parameters instead of changing the factors one at a time. This is known as:

A. Design of Experiments

B. Nominal Group Technique

C. Statistical Sampling

D. Force Field Analysis

 

 

 

 

Answers

 

1.   A - The WBS must contain all of the project and product work including the project management work. This is also called as 100% rule. [PMBOK 5th edition, Page 131] [Project Scope Management]

 

2.   D - A control chart shows the stability of a process over time. [PMBOK
5th edition, Page 238] [Project Quality Management]

3.   A - Precision is consistency that the value of a repeated set of measurements are clustered, and have little scatter, whereas accuracy is
correctness that the measured value is very close to the true value. Precise   measurements are not necessarily accurate. A very accurate measurement is not necessarily precise. The project management team must determine how much accuracy or precision or both are required. [PMBOK 5th  edition, Page 228] [Project Quality Management]

4.   B - Benchmarking is the technique of comparing actual or planned project practices to those of other projects to generate ideas for improvement
and to provide a basis by which to measure performance. [PMBOK 5th edition, Page 239] [Project Quality Management]

5.   D - The correct response is Cost of Non-Conformance. This includes all costs incurred due to internal and external failures. [PMBOK 5th edition, Page 235] [Project Quality Management]

6.   B - This is an example of a Pareto chart or Pareto diagram. [PMBOK
5th edition, Page 237] [Project Quality Management]

7.   C - Statistical sampling is the process of random selecting and inspection of a work product. [PMBOK 5th edition, Page 240] [Project Quality Management]

8.   A - The process analysis includes root cause analysis. [PMBOK 5th edition, Page 247] [Project Quality Management]

9.   C - Earned value analysis is used as a trend analysis technique for monitoring overall project performance. [PMBOK 5th edition, Page 352] [Project Risk Management]

10. A - The correct response is Design of Experiments and this plays
a key role in optimization of products or processes. [PMBOK 5th edition, Page 240] [Project Quality Management]

 

 

MSP,PMBOK,PMP  آموزش


 
نمونه سوالات Cost - PMP
ساعت ۱٢:٠٦ ‎ب.ظ روز دوشنبه ۱ دی ،۱۳٩۳ : توسط : ®Zahedi , PMP

1.   The Cost Performance Baseline is a time-phased budget and is used as a basis to measure, monitor,and control overall cost performance of the project. It is usually displayed in the form of:

A. An S-curve

B. An inverted S curve.

C. Pie-chart

D. A Z curve

 

2.   Contingency Reserves are estimated costs to be used at the discretion of the project manager to deal with:

A. Scope creep

B. Anticipated but not certain events.

C. Unanticipated events

D. Anticipated and certain events

 

3.   A project is estimated to cost $ 50,000 with a timeline of 50 days. After 25 days, the project manager finds that 50% of the project is complete and Actual costs are $ 50,000. What is the Cost Performance Index (CPI) ?

A. The CPI is 1

B. The CPI is 1.5

C. The CPI is 2

D. The CPI is 0.5

 

4.   Your project is mid-way through a delivery schedule. As the project manager, you want to determine how much work is still left. Which is the most accurate way to determine the remaining work to be carried out by the project team?

A. Rolling wave method

B. Earned Value Technique

C. A Manual forecast

D. Future analysis

 

5.   An estimating technique that uses a statistical relationship between historical data and other variables (for example, square footage in construction, lines of code in software development) is known as:

A. Parametric Estimating

B. Analogous Estimating

C. Bottom-up Estimating

D. Historical Analysis

 

6.   Lucy is currently preparing a high-level cost estimate for her project in the initiation phase. Given the limited detail available to her, what would you expect the range of her estimate to be and what would you call such an stimate?

A. -25 to +25 %, Rough Order of Magnitude

B. -5 to +10 %, Narrow

C. -1 to +1 %, Definitive

D. -25 to +75 %, Rough Order of Magnitude

 

7.   Funding requirements for a project are usually in incremental amounts that are not continuous, and these appear as a step function in the graph depicting Cash flow, Cost baseline and Funding. Any gap at the end of the project, between the funds allocated and the cost baseline represents:

A. Management reserves

B. Contingency reserves

C. Cost variance

D. Charting error

 

8.   As a project manager, you periodically do project performance reviews to compare cost performance over time, schedule activities or work packages over-running and under-running budget, milestones due, and milestones met. Which of the following is not a valid analytical technique?

A. Trend Analysis

B. Earned Value Performance

C. Variance Analysis

D. Interpersonal skills

 

9.   A variance threshold for costs or other indicators to indicate the agreed amount of variation allowed is called:

A. Upper specification limit

B. Control thresholds

C. Upper control limits

D. Cost overrun

 

10. Which of these are not inputs to the Determine Budget process?

A. Cost baseline, requirements traceability matrix

B. Project schedule, agreements

C. Basis of estimates, activity cost estimates

D. Project schedule, resource calendars

 

 

Answers

1.   A - The correct response is 'S' curve. The Cost Performance Baseline is a time-phased budget and is used as a basis to measure, monitor, and control overall cost performance of the project. It is usually displayed in the form of: an S curve and is developed by summing estimated costs by period. [PMBOK
5th edition, Page 213]   [Project Cost Management]

 

2.   B - Contingency Reserves are
estimated costs to be used at the discretion of the project manager to deal
with anticipated, but not certain events. These are also called as "Known unknowns". [PMBOK 5th edition, Page 206] [Project Cost Management]

3.   D - The correct answer is 0.5. The Cost performance Index (CPI) is given by the formula CPI = EV/AC where EV is the Earned Value and AC is the Actual Cost. Earned Value = 50% of $ 50,000 =$ 25,000 since 50% of the project is complete. Hence CPI = 25,000 / 50,000 = 0.5. [PMBOK 5th edition, Page 219] [Project Cost  Management]

4.   C - Although the Earned value technique of determining the balance work in the project is quick and automatic, it is not as valuable or accurate
as the manual forecasting of the remaining work by the project team. This       however is more time-consuming. [PMBOK 5th edition, Page 220] [Project Cost Management]

5.   A - This technique is known as Parametric Estimating and can produce higher levels of accuracy depending on the sophistication, as well as the
underlying resource quantity and cost data built into the model. [PMBOK 5th   edition, Page 205] [Project Cost Management]

6.   D - During the initial stages of the project, the level of information available will be limited. Hence the Rough Order of Magnitude (ROM) estimate
is usually prepared and has an accuracy range of -25% to +75%. [PMBOK 5th edition, Page 201] [Project Cost Management]

7.   A - Management reserves are included in the project's total funds but they are not included in the project's cost performance baseline. [PMBOK 5th edition, Page 214] [Project Cost Management]

8.   D - Interpersonal skills is not a valid choice. The other three choices, namely Variance Analysis, Trend Analysis and Earned Value Performance, are
analytical techniques. [PMBOK 5th edition, Page 91, 92] [Project Integration Management]

9.   B - Control thresholds are variance thresholds for costs or other indicators such as person days and indicate  the agreed amount of variation
allowed. [PMBOK 5th edition, Page 148] [Project Time Management]

10. A - The cost baseline and the requirements traceability matrix
are not inputs to the Determine Budget process. The rest are valid inputs. [PMBOK 5th edition, Page 208] [Project Cost Management]

 

MSP,PMBOK  آموزش


 
نمونه سوالات Time - PMP
ساعت ۱٢:٤٥ ‎ق.ظ روز دوشنبه ۱ دی ،۱۳٩۳ : توسط : ®Zahedi , PMP

1.   While planning the schedule for your project, you frequently refer to the project calendar. The project calendar is:

A.  A calendar containing the days on which various meetings are scheduled within the project team.

B.  A calendar of working days or shifts that establishes those dates on which schedule activities are worked.

C.  A calendar containing the list of days on which the project team members will be on leave or take an "off".

D.  A calendar that establishes the dates on which project deliverables are sent to the customer.

 

2.   As a project manager, you are in the process of preparing the project schedule for the project. Which of the following accurately depicts the sequence of your activities before you begin preparing the project schedule?

A. Sequence Activities, Estimate Activity Resources, Estimate Activity Durations

B. Sequence Activities, Estimate Activity Durations, Estimate Activity Resources

C. Estimate Activity Durations, Sequence Activities, Estimate Activity Resources

D. Estimate Activity Resources, Estimate Activity Durations, Sequence Activities

 

3.   After one year of construction, an office building is scheduled to be completed on 30th January. The landscaping work needs to start 15 days prior to completion of the building. Which of the following relationships most likely represents the relationship of the start of landscaping work to the completion of the office building?

A. Finish-to-start with a 15 day lead

B. Start-to-finish with a 15 day lead

C. Finish-to-start with a 15 day lag

D. Start-to-finish with a 15 day lag

 

4.   You are the project manager of a project. As part of the planning process, you utilize a planning technique to subdivide the project scope and deliverables into smaller, more manageable components. What is this technique called?

A. Unit task analysis

B. Decomposition

C. Rolling wave planning

D. Arrow Diagramming Method

 

5.   The accuracy of Activity Duration estimates can be improved by considering the amount of risk in the original estimate. The three types of estimates on which three-point estimates are based are:

A. Budgetary, ballpark, and Order of Magnitude.

B. Best case scenario, expected scenario and current scenario.

C. Most likely, likely and unlikely

D. Most likely, optimistic, and pessimistic

 

6.   You have decided to apply Resource Leveling to a project due to a critical required resource being available only at certain times. Which of the following will likely be true?

A. Resource Leveling can often cause the original critical path to change.

B.  Resource Leveling will over allocate resources to schedule the project before the deadline.

C. Resource Leveling will require additional resources to complete the project.

D. Resource Leveling will never alter the original critical path

 

7.   Bar charts, with bars representing activities, show activity start dates as well as end dates and expected activity durations. For control and management communication, the broader, more comprehensive summary activity that is used between milestones is referred to as:

A. Activity bridge

B. Milestone chart

C. Hammock activity

D. Gantt chart

 

8.   A technique that iterates the project schedule many times, to calculate a distribution of possible project completion dates is called:

A. Monte Carlo Analysis

B. Monteford analysis

C. Pareto Cost chart

D. Deming Analysis

 

9.   The critical path method (CPM) calculates the theoretical early start and finish dates; and late start and finish dates. The difference between the late and early start of a task is called:

A. Free float

B. Feeding buffer

C. Danger zone

D. Total float

 

10. You are managing a project that involves work on a film shoot. The editing activity can happen only after the film has been shot. The logical relationship between the editing and shooting of the film can best be described as:

A. Finish-to-Finish (FF)

B. Start-to-Start (SS)

C. Start-to-Finish (SF)

D. Finish-to-Start (FS)

 

 

Answers

1.   B - A project calendar is a calendar of working days or shifts that establishes those dates on which schedule activities are worked. It also establishes non-working days that determine dates on which schedule activities are idle, such as holidays, week-ends and non-shift hours. [PMBOK 5th edition, Page 184] [Project Time Management]

2.   A - The correct sequence of processes in the Time Management Knowledge Area is: Plan Schedule Management, Define Activities, Sequence Activities, Estimate Activity Resources, Estimate Activity Durations, Develop Schedule and Control Schedule. [PMBOK 5th edition, Page 141] [Project Time Management]

3.   A - The landscaping work needs to start on completion of the office building, so it is a finish-to-start relationship. Since it needs to start 15 days before completion of the building, it requires a lead of 15 days.
Hence the answer is finish-to-start with a 15 day lead. [PMBOK 5th edition, Page 156] [Project Time Management]

4.   B - Decomposition is the correct response. [PMBOK 5th edition, Page 151] [Project Time Management]

5.   D - The accuracy of Activity Duration estimates can be improved by considering the amount of risk in the original estimate. The three types of estimates on which three-point estimates are based are: Most likely,        Optimistic, and Pessimistic. An Activity Duration can be created using a value derived from these three estimated durations. [PMBOK 5th edition, Page 170] [Project Time Management]

6.   A - Resource Leveling can often cause the original critical path to change. [PMBOK 5th edition, Page 179 [Project Time Management]

7.   C - The correct response is the Hammock activity. The comprehensive summary activity that is displayed in bar chart reports for control and management communication is called Hammock activity. [PMBOK 5th edition,
  Page 182] [Project Time Management]

8.   A - Monte Carlo Analysis is a technique that computes, or iterates, the project cost, or the project schedule many times using input values selected at random from probability distributions of possible costs or durations, to calculate a distribution of possible total project costs or completion dates. [PMBOK 5th edition, Page 180, 340] [Project Time Management]

9.   D - The difference between the early and late finish of a task is called the total float for that task. Total float is the amount of time that a schedule activity can be delayed from its early start date without delaying the project   finish date. [PMBOK 5th edition, Page 177] [Project Time Management]

10. D - This is a situation where the Editing activity can happen ONLY after the film shooting has been completed. Hence the logical relationship between the two tasks is Finish to Start (FS). [PMBOK 5th edition, Page 156]      [Project Time Management]

 

 

 MSP,PMBOK  آموزش


 
نمونه سوالات Scope - PMP
ساعت ۱٢:۱۳ ‎ق.ظ روز دوشنبه ۱ دی ،۱۳٩۳ : توسط : ®Zahedi , PMP

1.   Which of the following is not a Group Creativity Technique used in the Collect Requirements process?

A. Nominal group technique

B. Pareto chart

C. Mind mapping

D. Affinity diagram

 

2.   Linda is a project manager in charge of an online banking project. The project has completed phase 1 and is moving into the next phase of the project. Which of the following processes must be carried out first for the phase 2?

A. Define Scope

B. Identify Stakeholders

C. Develop Project Charter

D. Develop Project Management Plan

 

3.   Which of the following processes is not a part of the Project Scope Management?

A. Create WBS

B. Control Quality

C. Control Scope

D. Collect Requirements

 

4.   The WBS is finalized by establishing control accounts for the work packages and a unique identifier from a code of accounts. This provides a structure for hierarchical summation of:

A. Schedule and requirements information

B. Cost and requirements information

C. Cost and resource information

D. Cost, schedule and resource information

 

5.   Uncontrolled project scope changes are often referred to as ________ .

A. Scope creep

B. Scope verification

C. Value Added Scope

D. Scope control

 

6.   While managing a project, you have included the product acceptance criteria in the Quality Management Plan. When reviewing your plan, a senior manager asks you look at this closely. You then realize that what you have done is incorrect. Where should you actually place the product acceptance criteria?

A. Project Charter

B. Change control process

C. Project Scope Statement

D. Scope Verification Plan

 

7.   The Project Scope Management is primarily concerned with:

A. Defining the scope of work that is included in the project.

B. Defining and controlling what is and what is not included in the project.

C. The scope of work that is required during the initiation phase.

D. Defining the specifications and functionality of the work product

 

8.   A project manager approaches you to understand the Work Breakdown Structure (WBS) in better detail. You tell her that:

A. The WBS is a detailed project plan and includes the effort, resources and dates on which the tasks for the project are completed.

B.  The WBS is a task oriented decomposition of work that identifies each task and the resource required to accomplish the task.

C.  The WBS is a deliverable oriented hierarchical decomposition of the work to be accomplished by the project team to accomplish project objectives.

D.  The WBS is a Gantt chart which contains details about the project deliverables required to be done by the project team.

 

9.   Why must the Validate Scope be completed in a project?

A. To obtain scope documents from recent similar projects for benchmarking

B. To determine if the scope is assigned the correct complexity level

C. To obtain formal acceptance of deliverables by the customer or sponsor

D. To ensure the project team is all aware of the scope

 

10. A project manager wants to use a group decision making technique to generate, classify and prioritize requirements. Which of these is not a valid group decision making technique?

A. Dictatorship

B. Singularity

C. Majority

D. Unanimity

 

Answers

1.   B - The Pareto chart is not a Group Creativity Technique. The others are valid techniques. Additional techniques are Brainstorming and the Delphi Technique. [PMBOK 5th edition, Page 115] [Project Scope Management]

2.   B - Linda needs to initiate the second phase of her project. There is no need to revisit the Develop Project Charter process. However, she needs to revisit the Identify Stakeholders process to determine any change in the stakeholders for the second phase of the project. Stakeholder identification is a continuous process.
[PMBOK 5th edition, Page 31] [Project Stakeholder Management]

3.   B - Control Quality is not a part of the Project Scope management process. [PMBOK 5th edition, Page 105]
   

4.   D - The WBS is finalized by establishing control accounts for the work packages and a unique identifier from a code of accounts. This provides a structure for hierarchical summation of costs, schedule and resource   information.[PMBOK 5th edition, Page 132] [Project Scope Management]

5.   A - Scope creep is often viewed negatively, but can be managed using a change control process. [PMBOK 5th edition, Page 137] [Project Scope Management]

6.   C - The project scope statement documents and addresses the characteristics and boundaries of the project and its associated products and services, as well as product acceptance criteria and scope control. [PMBOK   5th edition, Page 123] [Project Scope Management]

7.   B - Project Scope Management includes the processes required to ensure that the project includes all the work required and only the work required to complete the project successfully. It is primarily concerned with defining
       and controlling what is included and what is not included in the project. [PMBOK 5th edition, Page 105] [Project Scope Management]

8.   C - The WBS is a deliverable oriented hierarchical decomposition of the work to be accomplished by the project team to accomplish project objectives. [PMBOK 5th edition, Page 132] [Project Scope Management]

9.   C - Validate Scope is the process of formalizing acceptance of the completed project deliverables by the customer or sponsor of the project. [PMBOK 5th edition, Page 133] [Project Scope Management]

10. B - Singularity is not a valid method to reach a group decision. The other choices are valid methods to reach a group decision. [PMBOK 5th edition, Page 115] [Project Scope Management]

 

 MSP,PMBOK  آموزش


 
نمونه سوالات Integration- PMP
ساعت ۱٠:٠٦ ‎ب.ظ روز یکشنبه ۳٠ آذر ،۱۳٩۳ : توسط : ®Zahedi , PMP

1.  What is a recommended method for controlling change within a project?

A. Have only the project manager able to initiate change

B. Have each change approved or rejected through a formal change control process

C.  Allow each project member ultimate control of changes within their realm of the project without a review process

D. Freeze scope and allow absolutely no changes

 

2.  The project manager of a project calls you in as a consultant to provide inputs on developing the Project Charter. According to the PMBOK, your contribution to the project could be best termed as:

A. Professional Consultant

B. Expert Judgment

C. Charter Consultant

D. Expert Consultancy

 

3.   Which process is concerned with providing forecasts to update current cost information?

A. Monitor and Control Project Work

B. Project Management Information System

C. Close Project or Phase

D. Direct and Manage Project Work

 

4.   Which of the following would not be considered as an Enterprise Environmental Factor during the Develop Project Charter process?

A. Scope Statement

B. Organizational infrastructure

C. Governmental standards

D. Marketplace conditions

 

5.   The Close Project or Phase process is not applicable for?

A. Projects being cancelled

B. Projects being closed

C. Project phase being closed

D. Projects being reactivated

 

6.   Which of these tools and techniques are common to all six Project Integration Management processes?

A. Project management Information System

B. Analytical techniques

C. Facilitation techniques

D. Expert Judgment

 

7.   You are beginning a new project. When should you use the Perform Integrated Change Control process?

A. Throughout the entire project

B. Only when closing out the project

C. Only after the project is completely funded

D. Only after the project scope is clearly defined

 

8.   The project management team has determined that there are some changes to the Scope of the project. According to the PMBOK, who would be responsible for reviewing, evaluating and approving documented changes to the project?

A. Change Control Board (CCB)

B. Change Configuration Board (CCB)

C. Scope Control Board (SCB)

D. Configuration Control Board (CCB)

 

9.   What is the difference between the Monitor and Control Project Work and the Direct and Manage Project Work processes?

A.  The Monitor and Control Project Work and the Direct and Manage Project Work processes are the same.

B.  The Monitor and Control Project Work process monitors the project performance while the Direct and Manage Project Work process is concerned with performing the activities to accomplish project requirements.

C.  The Monitor and Control Project Work process is a sub-process of the Direct and Manage Project Work process.

D. There is no such thing as the Monitor and Control Project Work process.

 

10. Which of following is not an output of the Direct and Manage Project Work process?

A. Deliverables

B. Work performance data

C. Project management plan

D. Change requests

 

Answers

1.   B - The change control procedure varies from project to project. However, every change request must be
       processed through a formal change control process. [PMBOK 5th edition, Page 96] [Project Integration Management]

2.   B - Expert judgment is the judgment provided, based upon the expertise in an application area, knowledge area, discipline, industry etc. This is available from many sources including consultants. [PMBOK 5th edition, Page 71] [Project Integration Management]

3.   A - The Monitor and Control Project Work process is responsible for keeping track of the project's measures, including cost. [PMBOK 5th edition, Page 86] [Project Integration Management]

4.   A - The Scope statement is clearly not an enterprise environmental factor whereas the other three choices - Governmental standards, Organizational infrastructure, and Marketplace conditions are enterprise environmental factors. [PMBOK 5th edition, Page 29] [Project Integration Management]

5.   D - The Close Project or Phase process allows the project manager to close or finish a specific phase of the project. [PMBOK Page 100] [Project Integration Management]

6.   D - All six processes of Project. Integration Management use Expert judgment as a tool and technique. [PMBOK 5th edition, Page 65] [Project Integration Management]

7.   A - Changes can occur in the project at any time, therefore the Perform Integrated Change Control process is valuable for managing and tracking those changes. [PMBOK 5th edition, Page 96] [Project Integration Management]

8.   A - The Change Control Board is a group of formally constituted stakeholders responsible for reviewing, evaluating, approving, delaying or rejecting changes to the project. [PMBOK 5th edition, Page 96] [Project Integration Management]

9.   B - The Monitor and Control Project Work process monitors the other project processes, including the Direct and Manage Project Work process, while the Direct and Manage Project Work process completes the project scope. [PMBOK Page 79, 86] [Project Integration Management]

10. C - The Direct and Manage Project Work has several outputs, including deliverables, work performance data, change requests, project management plan updates, and project document updates. The project management plan is an input to the process. [PMBOK 5th edition, Page 79] [Project Integration Management]

 

 MSP,PMBOK  آموزش


 
تقویم شمسی MSP و Office
ساعت ٥:٤٠ ‎ب.ظ روز جمعه ٢۳ خرداد ،۱۳٩۳ : توسط : ®Zahedi , PMP

این نرم افزار با افزودن تقویم هجری شمسی به لیست تقویم های پیش فرض در نرم افزار Microsoft Project 2013 امکان استفادهاز این تقویم را در انواع پروژه ها، نماها، گزارشات و ...  تعریف شده در این نرم افزار فراهم می آورد .پشتیبانی از آخرین تغییرات ایجاد شده در Microsoft Project 2013 و دارا بودن سازگاری با ساختارهای استاندارد در این نرم افزار از ویژگیهای پارسین پراجکت 2013 میباشد.

این بسته نرم افزاری علاوه بر پشتیبانی از تقویم هجری شمسی در  Microsoft Project 2013،این قابلیت را در کلیه نرم افزارهای موجود در پک مایکروسافت آفیس 2013 افزوده و تقویم سیستم عامل ویندوز را نیز با تقویم هجری شمسی معادل سازی میکند .

شایان ذکر است بسته موجود تا سیستم عامل Windows 7 را پشتیبانی نموده و قابلیت اجرا خواهد داشت.

از دیگر امکانات این محصولات می توان موارد زیر را نام برد:

·         تاریخ و تقویم هجری شمسی در تمام نماهایMicrosoft Project 2013

·         انطباق کامل با ساختارهای از پیش تعریف شده در نرم افزار Microsoft Project 2013

·         اعمال فرآیند شمسی سازی با استفاده از روشهای استاندارد و تایید شده از جانب شرکت مایکروسافت

.          امکان صدور انواع گزارشات در تاریخ هجری شمسی که این قابلیت هم در مورد گزارش های معمول پراجکت و همین طور در مورد VisualReports (که در آن ها گزارش به نرم افزار­های دیگر آفیس نظیرExcel- Visio ارسال می شود) وجود دارد.

·         امکان نمایش نمای گانت بصورت راست به چپ

·         امکان تعریف روز های تعطیل بر اساس تقویم شمسی

.          امکان نمایش و پرینت شمسی و راست به چپشمسی نمای گانت ودیگر نمودار ها وجداول در مایکروسافت پراجکت

اطلاعات بیشتر


 
کارت امتیازی متوازن (Balanced Score Card (BSC
ساعت ۱٢:٤٤ ‎ب.ظ روز پنجشنبه ٢ آبان ،۱۳٩٢ : توسط : ®Zahedi , PMP

کارت امتیازی متوازن نظامی برای مدیریت عملکرد است که ایده اولیه آن سال ۱۹۹۰، در خلال تحقیقات رابرت کاپلان و دیوید نورتون، در زمینه روش‌های نوین سنجش عملکرد سازمان‌ها شکل گرفت. این ایده در طول زمان توسعه و تکامل فراوان یافت تا جایی که از یک ابزار سنجش و اندازه‌گیری عملکرد، اکنون به یک نظام مدیریت استراتژیک تبدیل شده‌است. کارت امتیازی متوازن استراتژی سازمان را از چهار جنبه کلیدی «مالی»، «مشتریان»، «فرایندهای داخلی» و «رشد و یادگیری» بررسی و صورت‌بندی می‌کند. روش کار به این صورت است که ابتدا در وجه مسایل استراتژیک، موضوع‌های استراتژیک تعیین می‌شود. سپس برای شناخت دقیق‌تر نحوه امکان دستیابی به اهداف مورد نظر در موضوع‌های استراتژیک، به سراغ وجه فرایند و عملیات رفته، مشخص می‌کنیم که برای برآورده ساختن انتظارهای ذی‌نفعان و تحقق موضوع‌های استراتژیک، فرایندهای داخلی سازمان باید چه شرایط و ویژگی‌هایی داشته باشند و در این حوزه باید به چه اهدافی دست یابیم. در نهایت در وجه رشد و یادگیری به شناسایی سرمایه‌گذاری‌های لازم بر روی منابع انسانی، سیستم‌های اطلاعاتی و فرهنگ سازمانی می‌پردازیم تا امکان و بستر دستیابی به اهداف تعیین‌شده در وجه فرایندهای داخلی فراهم شود.

کارت امتیازی متوازن زبان مشترکی را پدید آورده که مدیران می‌توانند از آن برای بحث در مورد جهت‌گیری و اولویت‌های سازمان خود استفاده کنند. اهداف و شاخص‌های عملکردی در چهار وجه مستقل نیستند و ارتباطات علت و معلولی بین آنها وجود دارد. نقشه استراتژی ابزاری است که با ایجاد تصویری از این ارتباطات، گفتگو و تعامل مدیران درباره استراتژی سازمان را آسان‌تر می‌کند .توسعه کارت امتیازی متوازن در سازمان تلاش و اهتمام زیادی می‌طلبد، اما در مقابل نتیجه آن شناسایی عوامل کلیدی است که در چهار وجه اساسی و در قالب روابط علت و معلولی مشخص، استراتژی سازمان را اجرایی و دست‌یافتنی خواهند کرد. در نهایت، تمامی عوامل و روابط علت و معلولی شناسایی‌شده در طرحی یک صفحه‌ای، گرد هم می‌آیند. نقشه استراتژی از مدل چهار وجهی کارت امتیازی متوازن پدید آمده‌است که همچون نقشه راه مسیر پیشبرد استراتژی را نیز نشان می‌دهد. نقشه استراتژی روشی یکسان و ثابت برای توصیف استراتژی ایجاد می‌کند تا اهداف و معیارها قابل سنجش و مدیریت باشند .

ویژگیهای کارت امتیازی متوازن

به جای تمرکز تنها بر قسمتی از عملکرد یک دید کلی از عملکرد مجموعه برای مدیران ایجاد می‌کند. در واقع علاوه بر سنجه‌های مالی به تجارب مشتریان، رشد کارکنان و بهبود و بهره وری فرآیند توجه دارد. کارت امتیازی متوازن از بروز مشکلات در یک قسمت به واسطه نادیده گرفتن سایر قسمتها جلوگیری می‌کند. کارت امتیازی متوازن انتظارات مشتریان را برای ما مشخص تر می‌کند. درک و پاسخگویی به نیاز مشتریان عامل حیاتی در سیستم‌های مدیریت کیفیت است و لازمه بهبود فرآیندها و محصولات است. به علاوه مدیرانی که از کارت امتیازی متوازن استفاده می‌کنند، در خصوص تجارب کارکنان خود بینش لازم را کسب می‌کنند. سنجه‌های رشد و یادگیری اطلاعات لازم در مورد رضایت کارکنان و عدم جابجایی آنها از سازمان که هر دو این عوامل منجر به بهره وری و سود بیشتر است، به مدیران می‌دهند.

مراحل پیاده سازی   BSC   

این امر در شش گام انجام می‌گیرد. در ادامه این شش قدم معرفی و بررسی می‌  گردند.

قدم اول: در گام اول باید بنیادها و اعتقادات هسته‌ای سازمان مورد ارزیابی قرارگیرد. مانند ۱- فرصت‌های بازار ۲- رقبا ۳- موقعیت مالی ۴- اهداف بلند و کوتاه مدت ۵- شناسایی آنچه رضایت مشتری را جلب می‌کند

در این راه باید از ماموریت سازمان بهره گرفت.

فلسفه وجودی سازمان (چرائی) را ماموریت سازمان می‌نامند .

هر سازمان در پاسخ به یک سری نیاز ایجاد می‌شود و هدف آن رفع آن نیاز می‌باشد بنابراین قبل از هر اقدام باید مشخص شود که چه نیازهائی منجر به تشکیل سازمان گردیده‌است. اجزا ماموریت سازمان عبارتند از

۱- مشتریان ۲- محصول ۳- فناوری ۴- بازارها ۵- توجه به مردم ۶- توجه به کارکنان - ۷ حوزه جغرافیایی سازمان

  SWOT : در این پروفایل نقاط قوت و ضعف، فرصت‌ها و تهدیدات سازمان معرفی و ارزیابی می‌گردد.

قدم دوم: در این گام باید استراتژی کلان کسب و کار تدوین گردد. انواع متداول استراتژی عبارتند از:

۱. استراتژی‌ها ی یکپارچگی (رو به جلو – رو به عقب – افقی) ۲. استراتژی‌های تمرکز ۳. استراتژی‌های رشد ۴. استراتژی‌های ثبات ۵. استرتژی‌های کاهش

قدم سوم: پس از تدوین استراتژی، لازم است این استراتژی به مولفه‌های کوچکتری تقسیم شوند. این مولفه اهداف نام دارند. اهداف قسمت‌های اساسی استراتژی هستند. برای مثال یک شرکت هواپیمایی استراتژی خود را در جهت رقابت موفق در بازار خطوط پر جمعیت جاری تدوین کرده‌است. بلوک‌های اساسی استراتژی این شرکت عبارتند از: • نوآوری • تعمیرات سریع •مسافرت‌های بدون بلیط • درصد بالای اجاره هواپیما • فرکانس بالای پرواز

قدم چهارم: اما کار با ترجمه استراتژی به اهداف به پایان نخواهد رسید. در قدم چهارم نقشه استراتژیکی از استراتژی کلان سازمان ترسیم می‌شود. نقشه استراتژیک با استفاده از اطلاعات گام قبل و چارچوب کارت امتیازی متوازن ترسیم می‌گردد. هریک از اهداف باید دریکی از بخش‌های چهارگانه مدل قرارگیرند.

قدم پنجم: پس از قراردادن اهداف در چارچوب شاخص‌ها و مقادیر هدف آنها تعیین می‌شوند

قدم ششم: در آخرین قدم طرحها و برنامه‌هایی که برای دستیابی به اهداف مورد نظر ضروری می‌باشند تعیین می‌گردند.

منظرهای کارت امتیازی متوازن (وجوه)

خلق‌کنندگان کارت امتیازی متوازن چهار منظر یا وجه اساسی را مطرح نمودند. این چهار منظر، سازمان را از کسب موفقیت یا شکست، آگاه‌ می‌نماید. وظایف چهارگانه زیر با نگاه به چهار منظر ذکر شده، ارائه می‌گردد:

 1ـ کارت امتیازی مالی:

 به‌منظورشناخت نیازمندی ها و عملکرد‌مالی سازمان مورد استفاده قرار می‌گیرد. معیارهای مالی از مهمترین اجزای نظام ارزیابی متوازن هستند. به ‌ویژه در سازمان‌های‌انتفاعی این معیارها به ما می‌گویند که اجرای موفقیتآمیز اهدافی که در سه منظر قبلی تعیین گردیده‌اند، در نهایت، موجب چه‌نتایج و دستاوردهای‌مالی‌خواهدشد. تمام‌تلاشی‌که‌برای‌بهبود‌رضایتمندی‌مشتریان، ارتقای‌کیفیت ‌و کاهش‌ زمان‌‌تحویل ‌محصولات وخدمات خود انجام می‌دهیم؛ اگر به نتایج مالی ملموس ختم نشوند، هیچ ارزشی نخواهند داشت.

 2ـ کارت امتیازی مشتری:

 به‌منظور آگاهی از سطح رضایت مشتریان(از طریق سنجش‌های کمی و کیفی در مورد کالا و یا خدمات ارائه شده) مورد استفاده قرار می گیرد.

 3ـ کارت امتیازی فرایندهای‌داخلی:

در جهت ارزیابی‌فرایندهای مورد نیاز در سازمان به‌کارگرفته می‌شود. در این منظر سازمان‌ها ‌باید فرایندهایی را مشخص نمایندکه با برتری یافتن در آن‌ها، بتوانند به ارزش‌آفرینی برای مشتریان و نهایتاً سهامداران خود ادامه‌دهند. تحقق هریک از اهدافی که در منظر مشتری تعیین می‌شود، نیازمند انجام یکسری از فرایندهای عملیاتی به صورت کارا و اثربخش است. این فرایندها باید در منظر فرایندهای داخلی تعیین گشته و معیارهای مناسبی نیز برای کنترل پیشرفت آنها توسعه داد.

 4ـ کارت امتیازی دانش، رشد و یادگیری:

 این وجه بر نحوه‌ی آموزش کارکنان ، کسب دانش و چگونگی استفاده از آن، به‌منظورحضور و بقاء در بازار رقابتی موجود، تمرکز می‌نماید. وقتی شما اهداف و معیارهای مربوط به منظر مشتری و فرایندهای داخلی را تعیین می‌نمایید، بلافاصله متوجه شکاف موجود بین مهارت‌ها و قابلیت‌های مورد نیاز کارکنان و سطح فعلی مهارتها و قابلیتها می‌شوید. بنابراین اهداف و معیارهای این منظر باید در جهت پر کردن این شکافها و فاصله‌ها تعیین‌گردند و در ادمه معیارهای مناسبی برای کنترل پیشرفت آنها نیز تعیین شود.به هر حال نورتون و کاپلان با معرفی سیستم ارزیابی عملکرد خود توجه مدیران را به این نکته جلب کردند که بهتر است عملکرد کارکنان را با یک روش کل نگرانه تر مورد بررسی قرار دهیم.آن‌ها نظریه خود را با چهار منظر یا وجه معرفی کردند، که در حال حاضر به شش منظر یا وجه افزایش پیدا کرده است [۳][۴].اثر دیگر نورتون و کاپلان با نام نقشه استراتژی، به اهمیت وجه رضایت کارکنان و نیز وجه محیط و ارتباطات می پردازد.

  • منظرمحیط و جامعه
  • منظر رضایت کارکنان

 


نرم افزار های کارت امتیازی متوازن

نرم افزارهای کارت امتیازی متوازن برای سازمانها و شرکتهایی که مایل به جاری سازی شاخصها و ارزیابی دوره ای آنها هستند کاربرد دارد. سازمان با استفاده از نرم افزار کارت امتیازی متوازن می­تواند شاخصهای ارزیابی را در دوره­ های مختلف برای واحدهای مختلف تعریف، محاسبه و پایش نماید و میزان تحقق اهداف در هر یک از بخشها و در نهایت در کل سازمان را کنترل کند. این نرم افزارها یک نرم افزار ارزیابی عملکرد هستند عمکلرد هر یک از شاخصهای کارت امتیازی را در منظرهای مختلف با مقادیر اهداف یا Target های آنها مقایسه کرده و یک نگاه کلی از سازمان در اختیار قرار می دهند.

 

جایگاه کارت امتیازی متوازن در برنامه‌ریزی استراتژیک

تا دو دهه قبل برنامه‌ریزی استراتژیک به موارد زیر محدود می‌شد: - بررسی فرصت‌ها و تهدیدهای محیطی

- بررسی قابلیت‌های و ضعف‌های درونی

- بیانیه چشم‌انداز

خروجی برنامه‌ریزی استراتژیک نیز با بررسی موارد بالا به انتخاب چند موضوع یا جهت‌گیری استراتژیک عمومی محدود می‌شد. این موضوع‌ها و جهت‌گیری‌های آن قدر کلی بودند ـ برای مثال، نفوذ به بازارهای جدید یا کاهش قیمت تمام‌شده ـ که می‌توانستند برای هر سازمانی به کار روند. در برخی موارد نیز برنامه‌ای عملیاتی توصیه می‌شد که در اغلب مواقع به سایر خروجی‌های پروژها ارتباط نداشت. حل این مشکلات در گرو ارایه راه‌حلی بود که نتایج حاصل از انتخاب استراتژی را به عملیات‌های روزمره پیوند بزند. به عبارت دیگر، آمال و آرزوهایی که در برنامه‌ریزی استراتژیک تدوین شده بودند، باید به عبارت‌های عملیاتی و قابل اندازه‌گیری ترجمه می‌شد. کارت امتیازی متوازن با چنین هدفی توسعه یافته‌است. نقشی که کارت امتیازی متوازن در برنامه‌ریزی استراتژیک بازی می‌کند ایجاد ارتباط میان استراتژی سازمان و اقدام‌های اجرایی در زنجیره‌ای از روابط علت و معلولی است. به این ترتیب، نتایج برنامه‌ریزی استراتژیک معلق نمی‌مانند و به شکلی روشن و شفاف به اقدام پیوند می‌خورند. کارت امتیازی متوازن ابزاری برای شناسایی موضوع‌های استراتژیک یا توسعه استراتژی‌های سازمان نیست، بلکه موضوع‌های استراتژیک را صورت‌بندی می‌کند و سنجه‌های اندازه‌گیری تحقق اهداف و اقدام‌های عملی را روشن می‌سازد و به این ترتیب استراتژی سازمان را به اقدام و عبارت‌های عملیاتی ترجمه می‌کند.

 

 

مدیر وبلاگ

 MSP آموزش سریع


 
ویژگیهای جدید در Project 2013
ساعت ٩:٤٥ ‎ق.ظ روز جمعه ۱۳ اردیبهشت ،۱۳٩٢ : توسط : ®Zahedi , PMP

1- گزارشات

در پروجکت 2013 گزارشات با یک روش کاملا جدید برای مشاهده اطلاعات پروژه طراحی شده است. گزارشات جدید شامل جداول پویای به هم پیوسته، و مطالب متنی و کاملا قابل انطباق با نیازهای کاربر می باشند.

2- مسیر فعالیت (Task Path)

این ویژگی کمک می کند که به سرعت به محل فعالیت انتخاب شده در گانت چارت دسترسی پیدا کرده و فعالیتهای پیش نیاز و پس نیاز را مشاهده کنید.

3- طراحی مجدد نمای پس زمینه و یکپارچه سازی با اسکای درایو

همانند سایر برنامه های آفیس 2013، دسترسی سریع به محل ذخیره اسکای درایو هم اکنون در نمای پس زمینه آفیس 2013 یکپارچه سازی شده است.

4- زمان بیشتر برای پایان پروژه ها

دیرترین زمان ممکن برای پایان پروژه ها از پایان سال 2049 میلادی به پایان سال 2149 افزایش یافته است.

 

5- پشتیبانی از ورودی لمسی

همانند سایر برنامه های آفیس 2013، می توان رابط کاربری را بر اساس استفاده از ماوس یا به صورت لمسی تغییر داد.

 

6- پشتیبانی از برنامه های کاربردی آفیس

پروجکت 2013 از برنامه های افزودنی شخص ثالث که در فروشگاه آفیس  به آدرس office.microsoft.com/store موجودند پشتیبانی می کند.

MSP آموزش سریع


 
OPM3 چیست؟
ساعت ٥:٥۸ ‎ب.ظ روز جمعه ۳٠ فروردین ،۱۳٩٢ : توسط : ®Zahedi , PMP

OPM3 یا مدل بلوغ مدیریت سازمانی استانداردی برای پیاده سازی اصول مدیریت پروژه در سطح سازمانی است و چارجوبی است که سازمانها بتوانند اهداف استراتژیک خود را به وسیله راهکارهای برتر مدیریت سازمانی پروژه ارزیابی نمایند.  نتایج چنین ارزیابی هایی به سازمان امکان تصمیم گیری در خصوص برنامه ریزی برای بهبودها و نحوه دستیابی به این بهبودها را فراهم می آورد.

OPM3 از سه عنصر اصلی تشکیل شده است:

دانش که محتوای این استاندارد می باشد،

ارزیابی روشی برای مقایسه با استاندارد فراهم می آورد،

و بهبود مراحل ممکن برای تغییرات سازمانی را تعیین می کند.

 


MSP آموزش سریع


 
دفتر مدیریت پروژه یا PMO
ساعت ۳:٥۱ ‎ب.ظ روز جمعه ٢ فروردین ،۱۳٩٢ : توسط : ®Zahedi , PMP

کارکرد یک PMO در راستای پشتیبانی مدیران پروژه به روشهای متنوع به شرح زیر است:

1- مدیریت منابع مشترک تمامی پروژه های تحت اداره توسط PMO

2- شناسایی و توسعه روش شناسی مدیریت پروژه ، راهکارهای برتر و استانداردها

3- مربی گری، ارشاد، آموزش و مراقبت

4- نظارت بر تطابق سیاستها، رویه ها، الگوها و استانداردهای مدیریت پروژه از طریق حسابرسان پروژه

5- توسعه و مدیریت سیاستها، رویه ها، الگوها و دیگر مستندات مشترک پروژه

6- هماهنگی ارتباطات بین پروژه ها


 
سیستم اطلاعات مدیریت پروژه(PMIS)
ساعت ٢:٤٤ ‎ب.ظ روز جمعه ٢٠ بهمن ،۱۳٩۱ : توسط : ®Zahedi , PMP

سیستم اطلاعات مدیریت پروژه یا project management information system ، ابزار و تکنیک های سازمانی است که دسترسی به یک ابزار اتوماتیک مانند یک نرم افزار زمانبندی، یک سیستم مدیریت پیکر بندی، یک سیستم جمع آوری و توزیع اطلاعات، یا تبادلات وب با دیگر سیستم های اتوماتیک و آنلاین استفاده شده در تلاش برای هدایت و مدیریت اجرای پروژه را تسهیل می نماید.


 
برنامه ریزی موج غلتان چیست؟
ساعت ۱:٥٠ ‎ب.ظ روز جمعه ٢٠ بهمن ،۱۳٩۱ : توسط : ®Zahedi , PMP

تغییرات مهم اتفاق افتاده در چرخه حیات پروژه ، نیازمند بازبینی مجدد یک یا چند فرآیند برنامه ریزی و احتمالاً برخی فرآیندهای آغازین است. این جزئیات افزاینده از برنامه مدیریت پروژه ، به برنامه ریزی موج غلتان معروف است که بیان می کند برنامه ریزی و مستند سازی ، فرآیندهای تکراری و جاری هستند.

 


MSP آموزش سریع


 
WBS چیست؟
ساعت ۸:٤٩ ‎ق.ظ روز پنجشنبه ۱٢ بهمن ،۱۳٩۱ : توسط : ®Zahedi , PMP

ساختار شکست کار (Work Breakdown Structure) ، یک تجزیه سلسله مراتبی با محوریت تحویل شدنی از کاری است که باید توسط تیم پروژه ، در راستای اهداف پروژه و ایجاد تحویل شدنی های مورد نیاز ، اجرا گردد که در آن، هر سطح پایینتر WBS بیانگر تعاریف تفصیلی تری از کار پروژه است.

ایجاد WBS، فرآیند تقسیم تحویل شدنی ها و کار پروژه به اجزای کوچکتر و با قابلیت مدیریت بیشتر است.

کار برنامه ریزی شده در اجزای WBS در پایینترین سطح که به آنها بسته های کاری می گویند قرار می گیرد. یک بسته کاری می تواند زمانبندی شود، برآورد هزینه گردد، نظارت شود و کنترل گردد.


 
Pmbok چیست؟
ساعت ٤:۳۱ ‎ب.ظ روز جمعه ۱٤ مهر ،۱۳٩۱ : توسط : ®Zahedi , PMP

استاندارد گستره دانش  مدیریت پروژه (Project Management Body of Knowledge) اولین بار توسط موسسه مدیریت پروژه  (PMI) در سال 1987 میلادی طی یک تلاش برای مستندسازی و استاندارسازی اطلاعات و سیاستهای پذیرفته شده کلی مدیریت پروژه به عنوان یک سند دولتی منتشر شد.نسخه اول آن به صورت عمومی در سال 1996 ودر پی آن نسخه های بعدی هر 4 سال یک بار منتشر شدند. 

راهنمای PMBOK فرآیند گرا است یعنی کار را بر اساس فرآ یندهای انجام شده تعریف می کند. این روش با  دیگر استانداردهای مدیریت مانند  ISO 9000 وCMMI  سازگاراست. فرآیند های درون پروژه با فازهای آن  تعامل دارند .

 

فرآیند ها در موارد زیر توضیح داده شده اند:

·         ورودی (مستندات،نقشه ها،طراحیهاو...)

·         ابزارها و تکنیکها (روش بکارگیری ورودیها)

·         خروجیها (مستندات،تولیدات و...)

راهنما 44 فرآیند را به رسمیت می شناسد که آنها را به 5 گروه فرآیند اصلی و 9 حوزه دانش تقسیم می کند که تقریبا برای همه پروژه ها عمومیت دارد.

 


9 حوزه دانش راهنمای pmbok عبارتند از:

1-      یکپارچگی (Integration)

2-      محدوده (Scope)

3-      زمان (Time)

4-      هزینه (Cost)

5-      کیفیت (Quality)

6-      منابع انسانی (Human Resource)

7-      ارتباطات (Communications)

8-      ریسک (Risk)

9-      تدارکات (Procurement)

MSP آموزش سریع


 
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