Meet with the CEO to explain why the budget and schedule are necessary
Stop work immediately and go into claims administration
Don’t produce the schedule and budget
Ask the buyer to find another company to work with
Take the client out to lunch and charge it to your company
Refuse to take the client out to lunch because it’s a bribe
Take the client out to lunch, but report him to his manager
Report the incident to PMI
Talk to your company about setting up some training sessions so that you can teach others what you have learned on your project
Keep the information you’ve learned to yourself so that you’ll be more valuable to the company in the next year
Decide to specialize in financial contracts
Focus on your work with the project and don’t worry about the helping other people to learn from the experience
Continue to pay higher rates for a environmentally safe solution
Take advantage of the cost savings
Ask your boss to make the decision for you
Demand that your current contractor match the price
Plan Risk Management and Collect Requirements
Perform Integrated Change Control and Plan Communications Management
Plan Quality Management and Perform Quality Assurance
Identify Risks and Develop Project Charter
They help to determine the project schedule, deliverables and requirements
They help to determine the project constraints and product deliverables
They help to determine the resource needs and resource constraints on the project
They approve project charter, help provide assumptions and create management plan
The stakeholder and the sponsor
The project manager and sponsor
The team and project manager
The project manager and stakeholder
At the beginning of the project
In the middle of the project
At the end of the project
Throughout the project
Hire more resources to get the work completed faster.
Ask for more money so that you can contract out one of the phases you had planned to do with in-house resources.
Utilize negotiation and influencing skills to convince the project sponsor to speak with the CEO and make a correction to her announcement.
Examine the project plan to see whether there are any phases that can be fast tracked, and then revise the project plan to reflect the compression of the schedule.
Formalize lessons learned and distribute this information to project participants.
Perform audits to verify the project results against the project requirements.
Formalize project completion and disseminate this information to project participants.
Perform post-implementation audits to document project successes and failures.
Project selection criteria
Project selection methods
Project selection committees
Project resource and budget selection methods
The project scope management plan describes and documents a scope baseline to help make future project decisions.
The project scope management plan decomposes project deliverables into smaller units of work.
The project scope management plan describes how project scope will be developed and how changes will be managed.
The project scope management plan describes how cost and time estimates will be developed for project scope changes.
Ishikawa diagrams are also called cause-and-effect diagrams.
Ishikawa diagrams are also called fishbone diagrams.
Ishikawa diagrams are part of the diagramming tool and technique of this process.
Ishikawa diagrams show the steps needed to identify the risk.
Change request status updates
Project management plan updates
Organizational process assets updates
Project document updates
Product scope change
Changes to the agreed-upon WBS
Changes to the project requirements
Analogous estimating techniques, because this is a form of expert judgment that uses historical information from similar projects
Bottom-up estimating techniques, because this is a form of expert judgment that uses historical information from similar projects
Monte Carlo analysis, because this is a modelling technique that uses simulation to determine estimates
Parametric modelling, because this is a form of simulation used to determine estimates
Identify Stakeholder Needs
Project risks are uncertain events.
If risks occur, they can have a positive or negative effect on project objectives.
Unknown risks are threats to the project objectives, and nothing can be done to plan for them.
Risks that have more perceived rewards to the organization than consequences should be accepted.