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A Tell the customer you will check on the incomplete deliverables and get back to
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them within a few days, even though you know these deliverables are not in the project scope
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B Review the project deliverables in question during the meeting to understand the
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status and the customer s expectations to ensure you reach formal acceptance for all approved deliverables
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C Ask the customer for their schedule and compare it to your own schedule D Tell the project team to work overtime to complete the deliverables
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Answer: B Openly reviewing and discussing the project activities and deliverables with all the stakeholders (including the customer) shows respect and helps ensure you are clear on the expectations, the status, and what it will take to obtain formal acceptance from the customer prior to closing the project (Note: Both PMI and I are big on formal acceptance Getting signoff in writing or even in the form of an e-mail helps you stay audit ready on your project)
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2 You have just been assigned as the project manager for a new global project and have
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been told by one of the four sponsors to work only with him (Bob) because the other three sponsors live in different countries with different time zones Bob asks you to conduct a project kickoff meeting (face-to-face for local team members and via conference call for international team and sponsors) and tells you not to invite the other sponsors because they are too busy What should you do
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A Work only with Bob because this will make communications much easier B Insist on inviting the other sponsors C Notify the other sponsors that Bob doesn t want them invited to the meeting D Talk to Bob to better understand the reasons for not inviting the other sponsors and
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strongly encourage him (politely insist) to allow you to include the other sponsors
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PMP Certification: A Beginner s Guide
What Else Is Missing from the PMBOK
Remember, the PMBOK is only a guide It cannot possibly cover all the aspects and variations documented in the many text books, journals, and articles across the globe Therefore, don t expect to use only the PMBOK when preparing for the PMP exam You will need a good cross-section of knowledge, experience, and problem-solving capability and be able to apply all your skills to real-world situations to pass the PMP exam If this tip makes you nervous and you are thinking you might not have enough PM experience to pass the PMP exam, you should consider taking the CAPM exam, which is based mostly on the PMBOK Guide
Answer: D It is important to ensure all sponsors of the projects have the opportunity to participate in the kickoff meeting so they can provide their input, expectations, and support The sponsors are making an investment in their share of the project and have specific expectations for the end results Thus, they need to be included in the kickoff meeting
References
1 A Guide to the Project Management Body of Knowledge (PMBOK Guide), Fourth
Edition, (PMI Project Management Institute Global Standard: Newtown Square, PA) 2008, page 41
2 A Guide to the Project Management Body of Knowledge (PMBOK Guide), Fourth
Edition, (PMI Project Management Institute Global Standard: Newtown Square, PA) 2008, page 37
3 http://wwwlivesciencecom/technology/050201_cell_dangerhtml 4 PMI Code of Ethics and Professional Conduct, http://wwwpmiorg/PDF/AP_
PMICodeofEthicspdf
5 Ibid
Part
The Nine Knowledge Areas
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Project Integration Management
PMP Certification: A Beginner s Guide
Key Skills & Concepts
Overall integration management Project selection process (how projects are born) The project charter and who owns it Jumpstarting a project Project management plan (planning the work) Execution of the project (working the plan) How to know whether the project is on track Importance of the closing phase of the project
hink of Project Integration Management as the project manager flying over the project on a daily basis 1,000 feet in the air to see how everything is going Are all the boats rowing in the right direction Are the barriers (levies, dikes, and dams) all holding properly, or is there a flood coming that could break down the barriers and ruin the project As the project manager, it is up to you to be the pilot in command, the eye in the sky, the one who keeps the project moving forward as planned It is up to you to provide clear direction and support to all the stakeholders while keeping everyone focused on the end results (project objectives) The Project Integration Management knowledge area also involves reporting the progress and overall status of the project accurately and in a timely manner to ensure adjustments can be made if needed Integration management is also about the team Is the project team fully staffed, do they have the right skills, are they at the right place at the right time Do they have all the information, tools, and support they need to manage their portion of the project Are the team members clear on the goals and objectives of the project Are they playing well together Are they productive These are only a few of the questions you need to ask yourself and address to effectively manage project integration across the entire project The PM must effectively manage the interdependencies between groups and individuals to ensure a smooth flight while traveling through the project life cycle and different knowledge areas Integration management not only entails making choices about resource allocation, but is also about making tradeoffs among competing objectives and alternatives to solve problems and address concerns/issues before they become problems
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