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Add to cart. Be the first to write a review About this product. Updated with new and changed terminology, this edition incorporates the concepts from the five performance domains. The book features practical study hints, a list of major topics covered on the exam, and a bibliographic reference for further study. The two challenging, question practice tests are available in the book and online so readers can retake the practice tests as many times necessary. Additional Product Features Table of Content.

Add an additional reserve to cover the non-project work activity of the program b. Establish a set amount for the contingency reserve c. Use scenario analysis in the Estimate Program Costs process d. You are the program manager for a series of new condominium developments in City A. Each of these condo developments is a separate project, as the county has different zoning requirements in its various cities. Ask each seller to prepare a detailed proposal so that you can evaluate its technical and managerial approaches b.

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Limit the evaluation criteria to purchase price c. Base your evaluation criteria primarily on an understanding of need and technical capability You are the program manager for a new program in your company that will provide global support services for supply chain integration. Your corporate headquarters are in London.

You plan to outsource a large portion of proprietary development work to a country located in Canada.

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Its technical capability b. References to see how successful it has been on other contracts of a similar nature c. The provisions the vendor has in place to protect intellectual property This needs to be accomplished before any work can be initiated. One way to reduce the time needed for the requirements-gathering cycle is to— a. Use as many business analysts as you can find in the organization b.

Require each project manager to function as a business analyst until such time as the requirements have been gathered c. Outsource all the requirements activity so each project manager can devote his or her time to the more important parts of the project d.

Apply the use of normalized templates, forms, and guidelines to make the process consistent across all projects This program will support your multi-national corporation, and you have a total of nine countries involved in it; three are in Asia Pacific, one is in EMEA, two are in Latin America, and three are in the United States. This means you need to define the processes, procedures, and evaluation criteria in sufficient detail in the— a.

Procurement management plan Request for information Contracts management plan Contract statement of work You are the executive sponsor of a program that provides global support services for supply chain integration. The program is experiencing quality problems in the individual projects. After meeting with the program manager to discuss the issues, you suggest that one way to improve quality is to— a.

Identify alternatives on scope definition methods through inputs from subject matter experts b. Apply a common approach to the creation of the work breakdown structure across projects for consistency in scheduling, resourcing, and cost control c. Align acceptance criteria for the deliverables across phases and projects with the program objectives d. Assume that this program involves the development of products, each of which follows the same sequence. Project 1 Design Program Management Plan You are the program manager on a program that is using multiple suppliers. Given your past experience in working with contractors, you know that performance problems will probably surface.

PgMP, Exam Practice Test and Study Guide (e-bok) | ARK Bokhandel

Both a top-down and a bottom-up approach are useful for program planning Program managers coordinate efforts among projects, but they are not involved in actively managing the individual projects. However, the processes between programs and projects are iterative.

Planning requires a top-down and a bottom-up approach to obtain relevant information at various levels and to ensure buy-in from program stakeholders. Program scope statement The program scope statement is the basis for future program decisions, and it defines and articulates the scope of the program. Prepare a competitive analysis of service providers In the Plan Program Procurement process, a competitive analysis of service providers is a tool and technique to identify those suppliers that provide specific products and services. An iterative process, and as issues arise and are addressed, the plan will naturally fluctuate As competing priorities, assumptions, and constraints are worked and resolved to address critical factors, such as business goals, deliverables, benefits, time, and cost, the plan will change over time.

It also provides the expected monetary value for the various alternatives.


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An understanding of the steps needed to move from a development state to an operational state Transition planning, which is an output of the Develop Program Management Plan process, involves identifying all the steps that are necessary to transition the program to an operational state.

Identify those skills that are critical to the program but are not possessed by current team members During the Develop Program Infrastructure process, a program resource plan is prepared. The first step is to identify the skills that are critical to the program but are not possessed by existing team members. The bottom-up approach can show these levels as the PWBS is developed. Determining the timing of program packages During schedule development at the program level, the timing of the program packages and the non-program activities must be determined. This enables the scheduler to forecast the completion date of the program and of each milestone within the program or the key deliverables for each project.

Budgeted Cost budgeting is based, in part, on how any financial constraints impose boundaries on the budget.


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Fiscal year budgetary planning cycles impose such boundaries, causing the program team to possibly use different techniques over the life cycle. Establish a set amount for the contingency reserve Your project managers need a common approach for contingency reserves. As program manager, you should standardize this approach so that the cost estimates are not overstated.

The contingency reserve amount determination is an input to the Estimate Program Costs process. Limit the evaluation criteria to purchase price In the Plan Program Procurements process, the program manager and team will decide the best approach for identifying suppliers. Additionally, they will determine the best types of contracts to be used, the most appropriate payment terms, and other key factors.

The provisions the vendor has in place to protect intellectual property Protecting intellectual property is of paramount concern for any company when outsourcing, and, in particular, when outsourcing to a company in a foreign nation, especially considering the differences in legal systems and standards of protection. Interproject risks Program-level risk analysis concentrates on how projects relate to each other and the threats and opportunities found there and not on the individual risks at the project level.

These impact assessments of interdependencies are a tool and technique in the Analyze Program Risks process. Procurement management plan The procurement management plan includes descriptions of all activities and deliverables that are required to define, integrate, and coordinate procurement activities at a program level. Align acceptance criteria for the deliverables across phases and projects with the program objectives Acceptance criteria, by definition, constitute a level of quality deemed important by the program.

If defined properly, such criteria will ensure that the deliverables produced will improve the quality aspects of the program. A program package is the lowest level of the PWBS. Selections a. Prepare a contract management plan The contract management plan, which is an output of the Plan Program Procurements process, covers contract administration activities throughout the life of the contract and includes documentation, delivery, and performance requirements that the buyer and seller are obligated to meet.

Because the program has passed the third phase-gate review, the program infrastructure has been set up, and the program management plan has been prepared. During this phase of the program life cycle, component projects of the program are initiated, component interfaces are managed, and the development of program benefits is managed. This phase of the program life cycle links to the benefits realization phase of the program benefits management life cycle The Executing Process Group includes eight processes that ensure that benefits management, stakeholder management, and program governance follow established policies and procedures.

The purpose of these processes is to produce the program deliverables and intended benefits. The emphasis is on the provision of resources at the program level. Similarly most benefit delivery questions are covered in the benefit management domain in this book, and relevant governance questions are in the governance domain section.

Following is a list of the major topics covered in Executing the Program. As the program manager for the annual construction program for a large government agency, you prepared the program management plan and scope statement that were approved by all stakeholders. You should— a. Require that the stakeholders demonstrate the return on investment to the organization for increasing the scope of the program b.

Reject the proposal because maintenance and operations do not fall under program management c. Inform the stakeholders that they need to make the business case to the program sponsor for approval 2. As program manager for a global payroll application, you have project teams in Bangalore, Singapore, London, and Washington, D. Currently, each team is following its own time-reporting process, which seems to be working well.

From the perspective of global program management, you should— a.

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Define and apply a mandatory common time-reporting process b. Allow each location to use its own process in consideration of its unique cultural norms and local holiday schedule c. Define a common time-reporting process that each location has the option to use d. Do nothing because the current approach appears to be working well and there are other more important issues on which to focus 3. An audit of your program has just been completed.