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The MAJOR processes for project integration management are:

Option 1: Project plan development, project plan execution, and overall change control.
Option 2: Project plan development, project plan execution, and scope change control.
Option 3: Project plan development, overall change control, and scope change control.
Option 4: Project plan development, initiation, and overall change control.
Option 5:

Project sponsors have the GREATEST influence on the scope, quality, time, and cost of the project during the:

Option 1: Concept phase.
Option 2: Development phase.
Option 3: Execution phase.
Option 4: Close-down phase.
Option 5:

Ideally, communication between the project manager and the project team members should take place:

Option 1: Via daily status reports.
Option 2: Through approved documented forms.
Option 3: By written and oral communication.
Option 4: Through the formal chain of command.
Option 5:

A project's payback period ends when:

Option 1: Profit maximum is realized.
Option 2: Unit profit is realized.
Option 3: Monthly revenue exceeds monthly costs.
Option 4: Cumulative revenue equals cumulative costs.
Option 5:

A scope statement is important because it:

Option 1: Provides the basis for making future project decisions.
Option 2: Provides a brief summary of the project.
Option 3: Approves the project for the stakeholders.
Option 4: Provides criteria for measuring project cost.
Option 5:

he following project management tools EXCEPT:

Option 1: Critical path analysis.
Option 2: Technical performance metrics.
Option 3: Risk mitigation plans.
Option 4: Forecasted final costs and schedule estimates.
Option 5:

During the project scope planning process, the work breakdown structure should be developed to:

Option 1: The sub-project level.
Option 2: The level determined by the project office.
Option 3: A level allowing for adequate estimates.
Option 4: The cost center level.
Option 5:

The decomposition process is a technique used to construct a:

Option 1: Precedence network.
Option 2: Critical Path Method Diagram.
Option 3: Variance analysis.
Option 4: Work breakdown structure.
Option 5:

IRST topic to address to the team in the kick-off meeting?

Option 1: Identify team roles and responsibilities.
Option 2: Review detailed schedule.
Option 3: Discuss cost estimates.
Option 4: Emphasize your authority.
Option 5:

Constructive team roles include:

Option 1: Encourager, initiator, and gatekeeper.
Option 2: Information giver, devils advocate, and clarifier.
Option 3: Withdrawer, harmonizer, and blocker.
Option 4: Summarizer, recognition seeker, and information seeker.
Option 5:

A project schedule completion date will change if:

Option 1: The critical path is reduced.
Option 2: The contingency is no longer available.
Option 3: No float time is available.
Option 4: Project resources are reduced.
Option 5:

he conflict, to get the project back on schedule, you should consider:

Option 1: Crashing the schedule.
Option 2: Performing resource leveling.
Option 3: Conducting reverse resource allocation scheduling.
Option 4: Utilizing the critical chair resources.
Option 5:

Risk quantification includes:

Option 1: Enumerating sources of internal and external events.
Option 2: Identifying potential events and impact.
Option 3: Evaluating probability and impact.
Option 4: Developing contingency plans and resources.
Option 5:

In which project phase do you have the GREATEST influence on project risk?

Option 1: Conceptual
Option 2: Design
Option 3: Execution
Option 4: Implementation
Option 5:

A precise description of a deliverable is called a:

Option 1: Specification.
Option 2: Baseline.
Option 3: Work package.
Option 4: Work breakdown structure element.
Option 5:

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