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Question Answer Notes
1 E Each item in the WBS is generally assigned a unique identifier; these identifiers can provide a structure for a hierarchial summation of costs and resources. The items at the lowest level of the WBS may be referred to as work packages, especially in organizations that follow earned value management practices. These work packages may in turn be further decomposed in a subproject work breakdown structure. Names for work breakdown structure levels:
  1. Program
  2. Project
  3. Task
  4. Subtask
  5. Work Package
  6. Level of Effort


REF: PMBOK pg 60, Lewis pg. 77
2 D Scope definition involves subdividing the major project deliverables into smaller, more manageable components to:

  • Improve the accuracy of cost, duration, and resource estimates
  • Define a baseline for performance measurement and control
  • Facilitate clear responsibility assignments


REF: PMBOK pg. 57
3 A Project scope is the work that must be done to deliver a product with the specified features and functions.

Product scope is the features and fuinctions that characterize a product or service.

Statement of work is a narrative description of work to be performed under contract.

REF: PMBOK pg. 51 and glossary definition for Scope
4 B Definition "a" is an OBS. See PMBOK'1996, pg. 56
5 C -
6 E Most change requests are the result of:

  • An external event (e.g., a change in a government regulation
  • An error or omission in defining the scope of the product (e.g., failure to include a required feature in the design of a telecommunicaions system).
  • An error or omission in defining the scope of the project (e.g., using a BOM instead of a WBS).
  • A value-adding change (e.g., an environmental remediation project is able to reduce costs by taking advantage of technology that was not available when the scope was originally defined).
  • Implementing a contingency plan or workaround plan to respond to a risk.


REF: PMBOK pg. 63
7 D Scope verification differs from quality control in that it is primarily concerned with acceptance of the work results while quality control is primarily concerned with the correctness of the work results.

REF: PMBOK pg. 61
8 C Formal acceptance. Documentation that the client or sponsor has accepted the product of the project phase or major deliverable(s) must be prepared and distributed. Such acceptance may be conditional, especially at the end of a phase.

REF: PMBOK pg. 62
9 D Output from Scope Chance Control:

  • Scope changes - A scope change is any modification to the agreed-upon project scope as defined by the approved WBS. Scope changes often require adjustments to cost, time, quality, or other project objectives. Project scope changes are fed back through the planning process, technical and planning documents are updated as needed, and stakeholders are notified as appropriate.
  • Corective action - Corrective action is anything done to bring expected future project performance in line with the project plan
  • Lessons learned - The causes of variances, the reasoning behind the corrective action chosen, and other types of lessons learned from scope change control should be documented, so that this information becomes part of the historical database for both this project and other projects of the performing organization.
  • Adjusted baseline - Depending upon the nature of the change, the corresponding baseline document may be revised and reissued to reflect the approved change and form the new baseline for future changes.


REF: PMBOK pg. 63
10 E Tools and techniques for scope definition:

  • Work Breakdown Structure Templates - A WBS from a previous project can be used as a template for a new project. Although each project is unique, WBSs can often be reused since most projects will resemble another project to some extent. For example, most projects within a given organization will have the same or similar project life cycles, and will thus have the same or similar deliverables required from each phase.
  • Decomposition - involves subdividing the major project deliverables or subdeliverables into smaller, more manageable components until the deliverables are defined in sufficient detail to support development of project activities (planning, executing, controlling, and closing).

Benefit / Cost anlaysis is a tool and technique in scope planning.

Inspection is a tool and technique in scope verification

REF: PMBOK pg. 57
11 C Scope management plan is a document that descibes how project scope will be managed and how scope changes will be integrated into the project. It should include an assessment of the expected stability of the project scope and a clear description of how scope changes will be identified and classified.

REF: PMBOK pg. 56
12 A The scope statement provides a documented basis for making future project decisions and for confirming or developing common understanding of project scope among the stakeholders. As the project progresses, the scope statemetn may need to be revised or refined to reflect approved changes to the scope of the project. The scope statemtn should include, either directly or by reference to other documents:

  • Project justification - the business need that the project was undertaken to address. The project justification provides the basis for evaluating future tradeoffs.
  • Project's product - a brief summary of the product description
  • Project deliverables - a list of the summary-level subproducts whose full and satisfactory delivery marks completion of the project. For example, the major deliverables for a software development project might include the working computer code, a user manual, and an interactive tutorial. when known, exclusions should be identified, but anything not explicitly included is implicitly excluded.
  • Project objectives - the quantifiable criteria that must be met for the project to be considered successful. Project obectives must include at least cost, schedule, and quality measures. Project objectives should have an attribute (e.g., cost), a metric (e.g. dollars / money), and an absolute or relative value (e.g., less than 100). Unqualified objectives (e.g., "customer satisfaction") entail high risk to successful accomplishment.


REF: PMBOK pg. 56
13 E The major project scope management processes are:

  • Initiation - authorizing the project or phase
  • Scope Planning - developing a written scope statement as the basis for future project decisions
  • Scope Definition - subdividing the major project deliverables into smaller, more manageable components
  • Scope Verification - formalizing acceptance of the project scope
  • Scope Change Control - controlling changes to the project scope


REF: PMBOK pg. 51
14 A The scope statement provides a documented basis for making future project decisions and for confirming or developing common understanding of project scope among the stakeholders. As the project progresses, the scope statemetn may need to be revised or refined to reflect approved changes to the scope of the project. The scope statemtn should include, either directly or by reference to other documents:

  • Project justification - the business need that the project was undertaken to address. The project justification provides the basis for evaluating future tradeoffs.
  • Project's product - a brief summary of the product description
  • Project deliverables - a list of the summary-level subproducts whose full and satisfactory delivery marks completion of the project. For example, the major deliverables for a software development project might include the working computer code, a user manual, and an interactive tutorial. when known, exclusions should be identified, but anything not explicitly included is implicitly excluded.
  • Project objectives - the quantifiable criteria that must be met for the project to be considered successful. Project obectives must include at least cost, schedule, and quality measures. Project objectives should have an attribute (e.g., cost), a metric (e.g. dollars / money), and an absolute or relative value (e.g., less than 100). Unqualified objectives (e.g., "customer satisfaction") entail high risk to successful accomplishment.


REF: PMBOK pg. 56
15 B Scope verification is the process of obtaining formal acceptance of the project scope by the stakeholders (sponsor, client, customer, etc.). It requires reviewing deliverables and work results to ensure that all were completed correctly and satisfactorily.

REF: PMBOK pg. 61
16 B -
17 E -
18 B -
19 E -
20 C 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 or is not included in the project.

REF: PMBOK pg. 51
21 D -
22 D -
23 B -
24 A 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 or is not included in the project.

REF: PMBOK pg. 51
25 A -
26 A -
27 B -
28 E -
29 D -
30 E Scope verification is the process of obtaining formal acceptance of the project scope by the stakeholders (sponsor, client, customer, etc.). It requires reviewing deliverables and work results to ensure that all were completed correctly and satisfactorily.

REF: PMBOK pg. 61
31 D Work component descriptions are often collected in a WBS dictionary. A WBS dictionary will typically include work package descriptions, as well as other planning information such as schedule dates, cost budgets, and staff assignments.

REF: PMBOK pg. 61
32 D Most change requests are the result of:

  • An external event (e.g., a change in a government regulation
  • An error or omission in defining the scope of the product (e.g., failure to include a required feature in the design of a telecommunicaions system).
  • An error or omission in defining the scope of the project (e.g., using a BOM instead of a WBS).
  • A value-adding change (e.g., an environmental remediation project is able to reduce costs by taking advantage of technology that was not available when the scope was originally defined).
  • Implementing a contingency plan or workaround plan to respond to a risk.


REF: PMBOK pg. 63
33 B Scope definition involves subdividing the major project deliverables into smaller, more manageable components to:

  • Improve the accuracy of cost, duration, and resource estimates
  • Define a baseline for performance measurement and control
  • Facilitate clear responsibility assignments


REF: PMBOK pg. 57
34 A -
35 A -
36 C -
37 C -
38 A -
39 C -
40 D -
41 E -
42 B -
43 D Each item in the WBS is generally assigned a unique identifier; these identifiers can provide a structure for a hierarchial summation of costs and resources. The items at the lowest level of the WBS may be referred to as work packages, especially in organizations that follow earned value management practices. These work packages may in turn be further decomposed in a subproject work breakdown structure. Names for work breakdown structure levels:
  1. Program
  2. Project
  3. Task
  4. Subtask
  5. Work Package
  6. Level of Effort


REF: PMBOK pg 60, Lewis pg. 77
44 D -
45 C -
46 C -
47 D -

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