APM PFQ EXAMS WITH VERIFIED QUESTIONS AND CORRECT ANSWERS, Exams of Nursing

Download APM PFQ EXAMS WITH VERIFIED QUESTIONS AND CORRECT ANSWERS and more Exams Nursing in PDF only on Docsity! APM PFQ EXAMS WITH VERIFIED QUESTIONS AND CORRECT ANSWERS LATEST UPDATE 2023- 2024 GUARANTEED PASS 100% GRADED A Define a project Projects are unique, transient endeavours undertaken to achieve a desired outcome. Projects bring about change and project management is recognised as the most efficient way of managing such change. define project management Project management is the process by which projects are defined, planned, monitored, controlled and delivered such that the agreed benefits are realised. identify the differences between a project and business as usual Projects involve uncertainty, require a special team and operate in a dynamic environment. Business-As- Usual uses the deliverables produced to provide on-going services in a more stable environment. state the key purpose of project management Project management is used to define, plan, monitor and control the projects in order to enable the business benefits to be realised. list the processes of project management - Starting Process - Planning Process - Monitoring & Control Process - Feedback Process - Closing Process list the benefits to an organisation of effective project management - greater likelihood of achieving the desired result - efficient and best value use of resources - satisfying the needs of stakeholders list the core components of project management - define project need - capture requirements - prepare business case - secure funding - develop management plan - lead team - manage risks - monitor progress - manage budget - maintain communication - close the project define programme - deliver significant business change - over extensive periods of time. - programme coordinates a number of projects define portfolio management - group of programmes which are being undertaken for an organization. - ensures that the right programmes and projects are being run - while maintaining business as usual define benefits management Benefits are defined as the quantifiable and measurable improvement resulting from completion of deliverables that is perceived as positive by a stakeholder. It will normally have a tangible value, expressed in monetary terms that will justify the investment. define the term project environment The circumstances and conditions within which the project, programme or portfolio must operate. define the components of the PESTLE acronym Political, Economical, Social, Technological, Legal, Environmental define the term project life cycle The inter-related phases of a project, programme or portfolio and provides a structure for governing the progression of work. define stakeholders and stakeholder management and explain why stakeholder analysis is important. Stakeholders are defined as any person or group that has a vested interest or "stake" in the project. Stakeholder management involves identifying the stakeholders, understanding their position and their needs and communicating effectively with them. Important to consider how much power/influence and interest each of the stakeholders has and whether they are positive or negative towards the project. define the use of KPIs Key performance indicators are defined during the concept phase and measured during the implementation phase. They are used to determine whether or not the success criteria will be met. define success criteria in the context of managing projects Project success criteria are used to establish whether or not the project has been successful. They are defined at the start of the project during the concept phase and measured at the end of the project during the handover and closeout phase. identify typical success factors that may contribute to successful projects Success factors are management practices that, when implemented, will increase the likelihood of success of a project, for example good leadership and effective communication. state the phases of a typical project life cycle Concept, Definition, Development, Handover & Closure project manager The project manager undertakes the day to day management of the project on behalf of the project sponsor project sponsor The Cost Breakdown Structure is used to identify the different types of cost which will be incurred by the project uses of Organisational Breakdown Structure {OBS} The OBS shows the structure of the project, the communication routes and reporting links. uses of Responsibility Assignment Matrix {RAM} Responsibility Assignment Matrix is used to allocate work identified in the Work Breakdown Structure to the Organizational Breakdown Structure RACI diagram Tool for implementing RAM This is commonly shown as a RACI (pronounced racey) diagram. R indicates that the person is responsible for doing the task, A indicates that the role is accountable for the task, C indicates that the person needs to be consulted and I indicates that the person will just be kept informed without any input. configuration management in relation to scope management Configuration management encompasses the administrative activities concerned with the creation, maintenance, controlled change and quality control of the scope of work. change control in relation to scope management Change control is the process that ensures that all changes made to a project's baselined scope, time, cost and quality objectives or agreed benefits are identified, evaluated, approved, rejected or deferred. explain the relationship between change control and configuration management In the configuration management system, you manage the changes related to the product specification and the process. in the Change Management system, you manage changes related to project management plans, processes, and baselines. list the steps involved in a typical change control process In order to achieve an effective change control system, we must have a change request form to capture information about any proposed change, a report explaining the result of the analysis of the change and a log or register to ensure the status of all changes is documented and understood. identify the purpose of scheduling Scheduling is the process used to determine the overall project duration and when activities and events are planned to happen define activity an element of work, taking time, consuming resource, incurring costs define constraint a logical link between activities represented by arrows which can define various forms of relationship define float time by which an activity may be delayed without affecting the whole project how are critical paths identified in a activity network the paths with zero float - longest path outline different approaches to scheduling (including critical path analysis, total float, Gantt(bar)charts, baseline, milestone) - define activity network - identify critical paths - create Gannt chart define milestone Milestones are key events where the sponsor is likely to want to be aware of progress. Milestones are also often used to identify points at which stage payments will be made to suppliers, this payment being made once the milestone has been achieved. what is a resource histogram used for? used to plot the number of resources we need over time define resource smoothing scheduling of activities so that the specified project duration is not exceeded define resource management Resource management identifies and assigns resources to activities so that the project is undertaken using appropriate levels of resources and within an acceptable duration. define time-limited scheduling (resource smoothing) we carry out resource smoothing to ensure the required project duration is met. In this case, it is likely that the number of resources required for the project will increase. define resource-limited scheduling we carry out resource leveling to ensure that the number of resources available is not exceeded. It is likely that to achieve this the overall project duration will increase. define risk A risk can either be an opportunity or a threat. Risk is about uncertainty which can result in a good or a bad outcome define risk management risk management is a process that allows individual risk events and overall risk to be understood and managed proactively, optimising success by minimising threats and maximising opportunities. outline a high level risk management process - initiate = define amount of acceptable risk, create risk register, define roles and responsibilities - identify = identify risks and add them to risk register - assess = determine the importance of each risk - plan how risks will be mitigated how is the risk importance determined - probability of the risk - imact of the risk - proximity of the risk describe the use of a risk register used to identify and track potential risks in a project who is responsible for risk management - Manager is responsible for ensuring the risk managemaent process is working effectively - sponsor ensures that risk managemenyt process is in accordance with organisational requirements - risk owner is responsible for monitoring and controlling the risk assigned to them how is the severity calculated severity = impact x probability define concern/problem - project manager capable of dealing with it - not an issue define an issue - when tolerances of delegated work has or is likely to be exceeded - triggers escalation to next level of management who should issues be escalated to? project sponsor define issue management Issue management is the process by which concerns that threaten the project objectives and cannot be resolved by the project manager are identified and addressed to remove the threats they pose. Issues are escalated to the project sponsor. explain the difference between an issue and a risk - a risk can be good or bad, and has uncertainty - an issue is something that is definitely going to have a negative effect on the project describe the use of an issue log a record of the issues that have occurred on the project. Typically is it maintained by the project manager and includes those things that are having a significant impact on the likely project outcome define quality the perception of the degree to which the product or service meets the customer's expectations Most effectively used at the end of tasks to polish and scrutinise the work for errors, subjecting it to the highest standards of quality control. types of changes - scope changes - implementation changes - improvement changes change control process - propose - review - decision - implement - update benefits of change control - discourages pointless changes - costs of changes are maintained - integrity of WBS is maintained - budget allocations are tracked - effect of changes are visible to all parties - implementation of changes are monitored Eligible Activity Set (EAS) The resources are allocated by stepping through time, scheduling the various activities as soon as their respective predecessors are scheduled and the resources required for them are available. Hence, these activities are eligible for assignment Ordered Activity Set (OAS) From the EAS, those activities are selected, which can start on the particular time when resources are to be allocated, and they are ordered in accordance with the criteria laid earlier. types of time estimates - optimistic time = shortest time activity can take (a) - most likely time = modal time (m) - pessimistic time = longest time activity could take (b) Expected activity time formula t = (a+4m+b)/6 Standard deviation of estimated time SD = (b-a)/6 variance of estimated time SD^2 PERT programme evaluation and review technique information management plan define the reporting requirements which will support decision-making through the project management hierarchy. define information management the collection, storage, dissemination, archiving and appropriate destruction of project information. It enables teams and stakeholders to use their time, resource and expertise effectively to make decisions and to fulfil their roles. define procurement within the context of project management Procurement is the process by which products and services are acquired from an external provider for incorporation into the project. It includes development of the procurement strategy, preparation of contracts, selection and acquisition of suppliers, and management of the contracts. outline different media for communication personal styles such as meetings, telephone, presentations to the more impersonal such as newsletter, contracts and internet. identify barriers to effective communication Physical barriers - poor equipment and noise levels System barriers - organisational structure, unclear channels and outdated information Attitudinal barriers - dissatisfaction, dislike of change, dislike of the management environment Perception - one message but two different meanings, differing levels of education or experience define the contents of a communication plan A list of stakeholders and their contact details A description of the information needed by each of the stakeholders or stakeholder groups The source of the information - where will it come from? The format of the information - what channels will be used? The frequency - how often do we need to communicate with each of the stakeholders or stakeholder groups? outline how a project team leader can influence team performance - define task - build team - develop individuals Tuckman team development model - forming = structure unclear - storming = stressful negotiations - norming = members gain confidence - performing = mutually supportive environment - adjourning = project in closeout, team feels a sense of loss and performance may decrease