High probability and impact risk......

A construction project has a work package that could result in fatalities or long term disabilities with losses of over U.S. $2 million.

The company has had a clean record in the past and has won several safety awards. An appropriate risk mitigation strategy is to:

A post a sign that describes the number of injuries to date and remind everyone to be careful.

B insure against the risk.

C add classroom training on safety for the project team.

D not do the work package.




ANS:D

The question asks for the "appropriate" risk mitigation strategy. The risk described is of such magnitude that choice A would not have enough of a clear effect on the risk. Choice B might decrease cost risk but not other types of risks. You might still have deaths. Classroom training, choice C, might also reduce the probability of the risk occurring, but it is not the "best" or most "appropriate" choice. Because of the company's safety record and the impact of the risk, choice D is the only appropriate choice.

high risk probability and impact → 所以直接 aviod 掉……
(謝謝 william 同學的分享）

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about the Organizational process assets

Which parts of the risk management process do not generally use organizational process assets as an input?

A Risk identification and qualitative risk analysis

B Qualitative and quantitative risk analysis

C Quantitative risk analysis and risk response planning

D Risk response planning and risk monitoring and control .


ANS:D

Since risk response planning focuses on previously identified risks and risk monitoring and control measures project performance, they do not need to make use of organizational process assets.

Source: PMBOKR Guide

通常在了解 ITTO 時，我不會特別花力氣思考在
Organizational process assets 以及 Eterprise Environmental Factors
這兩個 Input
只不過，這一題提醒了我，相關的東西還是思考一下
（謝謝 William 同學分享）


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Risk qualitive anallysis & Risk quantitative analysis

A project manager has just completed subjectively evaluating risks on the project. Which of the following is the MOST important output of this process?
A Decrease in the risk ranking for the project
B A determination of which risks to process further and which to simply document
C Probabilistic analysis of the project and identification of risk triggers
D Probability of achieving cost objectives


ANS: B
You need to realize that you are completing qualitative risk analysis. Choice A occurs during risk response planning, Choices C and D occur during quantitative risk analysis and risk response planning.

m....
這一題一開始在讀的時候，會搞不清楚，它是在考 qualitative risk analysis 或是 quantitative risk analysis process
因為這兩個 process ， 我們都會有 evaluate 的動作……
所以 (B), (C) 兩個答案都可以被考慮……
（p.s. (A), (D) 就不用考慮了，那很明顯是 risk response planning process 中才會發生的行為）
我覺得主要應該是在 subjectively 這一個字眼……
我們大概可以在 qualitative risk analysis 或是 quantitative risk analysis 這兩個process 中的 TT 比較看得出來……
quanlitaitve risk analysis Process 中的兩種 TT
1.Data Gathering and Representation Techniques
( include Interviewing,Probability distributions, and Expert judgement)
2.Quantitive Risk Analysis and Modeling Techniques
( include Senitivity Analysis, Expected Monetary Value analysis,Decision tree analysis, and Modeling and simulation)
看起來都都是比較 objectivity ，而不是 subjectivity 的手法……

一點點分享……看其它的人有沒有什麼建議？


Immanuel,
Duncan

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A project manager has just finished the risk response plan for a U.S. $387,000 engineering project. Which of the following should he probably do NEXT?
A Determine the overall risk rating of the project. 
B Begin to analyze the risks that show up in the project drawings. 
C Add work packages to the project work breakdown structure.
D Hold a project risk reassessment. 




ANS:C
This situation is occurring during project planning. Planning must be completed before moving on. Determining the risk rating of the project (choice A) is done during qualitative risk analysis, and should have already been done. Choice B is work that is done during project executing. Project risk reassessment (choice D) occurs during risk monitoring and control, the next step in the risk process after response planning. But the question does not ask what is next in the risk management process, just what is next. Only choice C comes after risk in project planning. Do you know the order of planning yet?

這一題，第一組組員討論了很久……
我們最後的結論是……
例如：買保險……這樣會增加 work package 了……
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What is the MOST likely cause of poor risk management?

值得思考的題問……
我跟 william 同學有相同的問題……why?

Which of the following is the MOST likely cause of poor risk management?
A Inadequate risk response planning
B Poor risk monitoring and control
C Lack of a prioritized list of risks
D Lack of detail in the project scope statement



C
Risk management cannot proceed without a prioritized list of risks.

Can someone clarify this? Why prioritized list of risks? Why not Inadequate risk response planning?



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Cost 的題目

我覺得這一題的答案有爭議

Whi1e completing the project, a new project manager is assigned to the project and finds that the activity cost estimates for the project have rarely been accurate.

Which of the following was M0ST probably not done ?

A. A cost constraint from management, a work breakdown structure and a project management plan

B. A cost constraint from management, a risk assessment and a team

C. Forming a team . a work breakdown structure and historical records from previous projects

D. Forming a team . a project management plan and a risk assessment


ANS:C

To find the answer, look for things that would cause a poor estimate. A project management plan (choices A and D) comes after the creation of estimates. Risk assessment (choices B and D) normally occur after estimating.

我覺得這一題(A) 這一個答案會有爭議，
在 2000版的時候，我們可以說 Project management plan 在 所有的 plan 都做完後才產出……對2000 年的 pmbook 而言，
(A) 的答案是錯的。

但是實際上在 2004 版的時候， Project management plan 在 Develop Project Management Paln 時就已經生產了
（當然，其它的 management plan 要在其它的 planing process 中再加入內容）
所以對於 2004 版的 pmbok 而言……
我不覺得 (A) 是錯的……

不知道其它人的想法為何？


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For the question, you need to determine the reason why you cannot get the accurate cost estimates,  you need to work on bottom-up estimating with team. Right?

If they haven’t acquired project team (section 9.1)/formed the project team, then they probably cannot do good job for bottom-up estimating in order to get the most accurate cost estimates.

Refer to section 7.1.2.3 Bottom-up Estimating,

This technique involves estimating the cost of individual work packages or individual schedule activities with the lowest level of detail. This detailed cost is then summarized or “rolled up” to higher levels for reporting and tracking purposes. The cost and accuracy of bottom-up cost estimating is typically motivated by the size and complexity of the individual schedule activity or work package. Generally, activities with smaller associated effort increase the accuracy of the schedule activity cost estimates.

Since we knew that staffing management plan is part of project management plan and it’s one of inputs to the process of cost estimating, so the process of acquire project team should be done in order to form the team.  The team can help to work on bottom-up estimating.  Right?  

In addtion, it would be helpful to understand Form, Storm, Norm and Perform. 

When teams and other groups of people come together, they typically go through a number of developmental stages. This process can take a few days or stretch over a much longer period. It can easily take six months for a team to settle down.

A role of the manager (or external facilitator) in this process is not to jump straight to 'perform', but to facilitate this social process and speed the team through the four stages. In particular if the group gets stuck at any point, the manager can help to resolve issues and move them on towards ultimate performance.

Form

Forming happens when people first come together. They are initially polite and the conversation is mostly exploratory, finding out about one another and the work that is to be done.

People here are typically in the 'honeymoon' period and are quite excited about the newness and potential of being in the team. Some also may be more fearful and timid, whilst others are less gregarious, observing from the sidelines more than getting in there and exposing themselves

Managing forming

Managing the 'form' stage is best done by introducing people to one another and ensuring the quiet ones are drawn out and not left out. Rituals may be used to introduce people and get them engaged. The work to be done needs to be communicated in a way that helps the team understand what needs to be achieved without overwhelming them with detail.

Storm

As the initial politeness fades, people start to get more into the work and their roles and so start to argue about things that were left unsaid or not realized when they first met. 

Storming can be fiercer if one or more conditions exist:

• More than one dominant person who wants to be the leader (formal and/or social).
• Unclear formal roles
• Unclear objectives
• Little or large external threat

Managing storming

The manager here needs to assert their role and help draw out and resolve differences that might otherwise bubble along under the surface, causing continuing team cohesion problems.

Storming can also be reduced by clarifying work goals and individual role and objectives. When people know what individual success means, they become more focused.

External threat can be used to focus the team, but care is needed. When there is little external threat, people easily turn inwards. Extreme threat can also lead to conflict as revert to high-control behavior.

Team rules such as collaboration and sharing may also start to be developed here, continuing into the next stage of developing group norms. At the very least, storming gives a clear indication as to why such rules are needed!

Norm

As roles and personal conflicts are sorted out, the focus turns towards the task and what needs to be done. Objectives are clarified and the detail of work is laid out. Feeling more as a team, people start to help one another more.

Socially, group rules develop and are refined. People begin to feel like they are members of the same team and form a clear sense of identity. Internal conflict may be replaced with external conflict as the human focus turns to 'us and them.'

Managing norming

Managing the process of norming requires a balanced focus on people and work. Work planning will proceed apace as people feel more comfortable in their roles and in working with other people. Group norms and behaviors may be deliberately developed and stories used to discuss and deploy these.

Perform

Finally, a steady-state is achieved, where the team reaches and optimal level of performance. A good team will feel like a happy family whilst other teams reach working agreements where personal differences are managed and largely kept under control.

Managing performing

The manager cannot sit back and relax in this stage, but their focus can now be significantly more on the work as the people-related activity falls into a maintenance mode with ongoing performance management and motivation.

Care does need to be taken to sustain an effective task-people balance as it is easy to slip into a happy and lower-performing family or to forget the people in an ever-increasing focus on the task at hand.

Source:  http://changingminds.org/explanations/groups/form_storm_norm_perform.htm

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Project Time Management 的題目

滿有意思的題目……willaim 同學分享的
（想想看題目的在問那一個 process 發生的事，答案應該就出來了）
What might historical records from previous projects used as an input to activity definition include?
A . Activities
B Resources
C Costs
D Schedule



ans:A
This question is worded strangely! Get used to it because you will have many instances where it will take you two minutes to figure out what the question is asking, let alone come up with the best answer.

Also refer to Section 6.1.1 Activity Definition: Inputs  

.2 Organizational Process Assets

Organizational process assets (Section 4.1.1.4) contain the existing formal and informal activity planning-related policies, procedures, and guidelines that are considered in developing the activity definitions. The lessons-learned knowledge base contains historical information regarding activities lists used by previous similar projects that can be considered when defining project schedule activities.

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Quick Quiz (Change)

滿有意思的題目（willaim 同學的分享）

28. Your new project to outsource work has been going badly. The project deliverables have changed three times, the functional managers keep removing people from the team and the project schedule baseline has been adjusted four times in the first week. This is MOST likely due to a lack of:
A a staffing management plan.
B a signed project charter.
C clear direction from the sponsor.
D a project scope management plan.




C
Although there are elements of poor scope management and project charter, the best choice is C.

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