Основи и клучни концепти на проектниот менаџмент

A. Both projects and operations consume resources; that is what makes them compete for the same people, not what tells them apart.

B. Who manages the work says nothing about its nature. In a functional organisation the same managers often run both operations and projects.

C. A project is temporary and creates a unique product, service or result. The eight-month team and the first-ever online store are exactly those two marks.

D. Repetitive, procedure-driven work that sustains a stable output is the definition of operations, the opposite of what the stem describes.

A. A program is a group of related projects and activities managed in a coordinated way to obtain benefits not available from managing them individually, which is exactly the reason given in the stem.

B. A portfolio groups projects, programs and operations to meet strategic objectives; its components need not be related to one another, and the grouping is about investment choice rather than coordinated benefits.

C. A subproject is a smaller, more manageable piece of a single project, not a grouping of several projects.

D. A phase is a collection of logically related activities within one project's life cycle, not a way of grouping separate projects.

A. An issue is a condition that has already happened and needs resolution, such as the damaged paving stones. The vote has neither passed nor failed, so nothing has occurred yet.

B. A refusal is indeed a risk that flows from this planning basis, and it belongs in the risk register. But the stem asks how the basis itself is recorded, and a factor the plan treats as true without proof is an assumption from which the risk is then derived.

C. A constraint is a fixed limit imposed on the project, like finishing before the frost. An amount that has not been confirmed cannot yet act as a limit.

D. An assumption is a factor considered true, real or certain for planning purposes without proof. The plan is built on the vote passing in time, which is exactly that.

A. The sponsor's authority does not extend to asking for a misleading report. The Code of Ethics places honesty above a superior's instruction, and a private note does not make an incomplete report accurate.

B. Honesty and responsibility require accurate reporting of material facts, and respect requires the sponsor to hear it directly rather than be surprised. This keeps both the information and the relationship intact and stays inside the project's governance.

C. This avoids one falsehood by creating a back channel. It still produces a status report the project manager knows to be incomplete and steps outside the project's agreed reporting path.

D. Stopping work and going to the client's lawyers are escalations the project manager has not yet earned by following the project's own process. The finding must be reported and dealt with first; legal escalation may follow if governance fails.

A. Fixed, externally approved acceptance criteria are a stability signal; they favour defining the scope up front and building to it, a predictive trait.

B. Requirements that emerge from use rather than from analysis are the classic reason to choose an adaptive approach, which exists to discover scope through short cycles and feedback.

C. A fully specified scope under a fixed price is the strongest argument for a predictive approach, where the plan is baselined and changes are controlled formally.

D. Well-understood technology lowers uncertainty, which reduces the need for the experimentation that an adaptive approach provides.

E. Frequent incremental delivery with adjustment from feedback is the delivery cadence adaptive approaches are built around.

A. This describes the funding boundary of the project, not its purpose. Framing a project as an expense misses the outcome it exists to bring about.

B. Keeping the system running after go-live is operations, which the project hands over to. The project itself is temporary.

C. Governance structures set decision rights and oversight; they are not what moves the organisation from one way of working to another.

D. Projects are how organisations bring about change, taking them from the present state (paper files) to a chosen future state (a shared digital system) and enabling the outcomes that come with it.

A. The register records, for each identified risk, the agreed response and the risk owner. Once the event occurs, those two entries tell the project manager what happens next and who is accountable for it.

B. Probability and impact are in the register, but they served to rank the risk before it happened. Now that it has occurred, the probability is no longer a question and the scores do not tell anyone what to do.

C. Secondary risks are recorded once a response is chosen and are worth re-checking, but only after the planned response itself has been identified and set in motion.

D. Categorisation helps organise and analyse risks during planning. It does not guide the response to a risk that has just materialised.

A. The communications plan says what each audience receives, how often and in which format. It relies on the analysis in the register rather than containing the authority, interest and attitude of each person.

B. A responsibility assignment matrix maps team members to work packages or deliverables. It shows who does the work, not who has influence over a decision or how outsiders feel about the project.

C. The register holds, for each identified person or group, their role, interest, influence and level of engagement. That is exactly the combination of authority, impact and attitude the invitation list requires.

D. The charter names the sponsor and lists key stakeholders at a high level at initiation. It is not maintained as the project progresses and does not track how each person has reacted.

A. Waiting for an approval may take calendar time, but that waiting is modelled as lag or as a separate activity, not as the entry itself. The sign-off is an event, not a stretch of work.

B. A milestone is a significant point or event in the project; it is recorded with zero duration because nothing is being worked on, only reached.

C. A summary activity or hammock rolls up a group of activities into one bar. A milestone stands at a point and carries no roll-up of effort.

D. Resources are assigned to activities that consume effort. An approval point consumes none, so it cannot carry the largest share.

A. Moving work into a next iteration belongs to an ongoing adaptive delivery cycle. Once the final deliverable is accepted, there is no next iteration inside this project.

B. Baselines are changed through change control while the work is under way. At closure, actuals are recorded against the final baseline for lessons learned; the baseline itself is not rewritten.

C. Defining new scope is initiating work, for a new phase or a new project. It is not part of bringing the current project to an orderly end.

D. Transitioning the deliverable to the people who will run it, together with what they need to run it, is a core part of closing, alongside final reporting, releasing the team and archiving records.

A. The scope management plan is a subsidiary plan describing how scope will be defined, validated and controlled. It is a standard component of the project management plan.

B. A roadmap belongs to product management. It outlines the direction of the product across its life, which extends well beyond this project's end, and it is owned by the product function.

C. Baselines for scope, schedule and cost are components of the project management plan; the schedule baseline is the approved version against which time performance is measured.

D. A bill of materials describes what the product is made of. It is a product specification, part of the deliverable, not a plan for how the project will be managed.

E. The change management plan describes how change requests will be submitted, evaluated and approved. It is a subsidiary plan within the project management plan.

A. The sponsor provides resources, removes obstacles, makes decisions above the project manager's authority and champions the project; the project manager directs the team. A direct, respectful conversation that restores that division is the first and least disruptive step.

B. The sponsor's authority is over funding, priorities and decisions above the project manager's level, not over daily assignments. Passing the team to the sponsor abandons the project manager's own role.

C. Governance is the right place if the conversation fails. Going there first escalates over the sponsor's head before the project manager has tried to resolve it directly, which damages the relationship the project depends on.

D. This is the right outcome delivered as a demand, without hearing why the sponsor is stepping in. It may be that the sponsor has lost confidence, which a conversation would surface and a rule would not.

A. Management is about processes, plans and control, the Monday work of schedules, budgets and assignments. Tuesday is not about the plan at all.

B. Leadership works through vision, motivation and involving people in how the goal is reached. Explaining why the project matters and inviting the team to shape the approach is that, not a control activity.

C. Controlling is measuring performance against the plan and acting on variances. Nothing on Tuesday measures anything.

D. Facilitation is guiding a group through a process to its own outcome. Tuesday's activities may happen in a meeting, but their essence is giving purpose and ownership, which is leadership.

A. Public correction protects the stakeholder at the developer's expense and adds a second sharp exchange to the first. Emotional intelligence includes empathy for the person under pressure, not only the person offended.

B. Avoidance leaves the feeling in the room unaddressed and the stakeholder's concern unanswered. Recognising emotion means naming it, not skipping past it.

C. This is self-awareness (noticing the irritation and pausing), self-regulation (not acting on it), empathy (naming the difficulty) and relationship management (redirecting to the shared goal), the four parts of emotional intelligence in one move.

D. Routing feedback around the team removes the live conversation the review exists for. It manages the project manager's discomfort rather than the people in the room.

A. A project manager may contribute hands-on work on a small team, but certified welding is not a task to absorb, and doing so would leave the underlying resource conflict unresolved.

B. Cutting scope to fit a resource problem sacrifices the project's objective to avoid a conversation. Change control is for changes the project needs, not a substitute for negotiating.

C. Listening is part of the response, but accepting a four-week slip on the critical path without exploring alternatives is passivity, not the active listening PMI describes.

D. In a matrix, the project manager has no authority over the functional manager's people and must negotiate for them. Seeking a solution that meets both needs, such as a split allocation, a short deferral or a substitute, is the role the situation calls for.

A. The response was planned, funded and assigned. Executing it means checking that the owner is carrying it out, and only then turning to the consequences for the plan. This follows the agreed strategy and assesses before acting further.

B. Accountability for the outcome does not mean doing the risk owner's job. Overriding the assigned owner discards the planning that put the right person in place and leaves the project manager doing two roles.

C. A go or no-go question may reach the sponsor later, but only once the impact is known. Escalating before assessing gives the sponsor a question without the information needed to answer it.

D. Spending the reserve first reverses the planned response. The transfer to the insurer was chosen so that the reserve would not have to carry this risk; drawing it down anyway leaves other identified risks unfunded.

A. The charter authorises the project and the management plan says how it will be run. Neither is the justification for the investment, and neither tracks benefits after the project has closed.

B. A feasibility study tests whether an option can be done, and the scope statement describes what the project will deliver. The justification of value and the measurement of benefits are different documents.

C. The business case sets out the justification for the investment; the benefits management plan defines the benefits, how and when they will be realised and measured, and who owns them, including after closure.

D. The business case is the right first document, but the charter authorises the project rather than describing how benefits will be measured once it is over.

A. Serving one stakeholder outside the plan creates an unplanned channel, costs time the plan did not budget and leaves the other directors with less than this one receives.

B. Holding the line on the plan without asking why it is failing treats the plan as an end in itself. Something is not working for this stakeholder, and refusing to learn what leaves it unaddressed.

C. The director's problem is frequency, not detail; a monthly dashboard arrives less often than the summary already does. It also shares a governance artifact with an audience it was not designed for.

D. The plan is a strategy to be followed and, when it stops serving a stakeholder, to be updated deliberately. Understanding the need first and then changing the plan keeps all directors on an agreed footing.

A. A daily standup is the team's own synchronisation point: a shared view of where the work stands and an early warning of anything in the way, so that help can be arranged the same day.

B. The standup is for the people doing the work, not for reporting upward. Stakeholder reporting happens through status reports, dashboards and reviews.

C. Inspecting what has been built and gathering feedback on it is the purpose of a review at the end of an iteration, not a daily event.

D. Improving the process is the purpose of a retrospective. A standup may reveal a problem, but the discussion of how to fix the way of working is deliberately kept out of it.

A. Brainstorming generates ideas in open discussion, which is exactly where the two senior voices have dominated before, and it does not produce a ranking on its own.

B. Nominal group technique has each participant write ideas independently, shares them round-robin and ranks them by vote. The silent step neutralises dominant voices and the vote delivers the ranking the project manager needs.

C. A focus group explores attitudes and expectations through guided conversation. It deepens the voices the project manager is trying to balance and gives no ranked outcome.

D. A standup is a coordination meeting for a team's own work. Giving each person a turn does not produce a prioritised list and misuses the event.

A. An agenda with a stated purpose and named decisions gives the meeting a target, lets people prepare and makes it possible to notice when the discussion has drifted. It is the first fix for a meeting that overruns and decides nothing.

B. More attendees lengthen discussion and dilute ownership. Effective meetings invite the people needed for the decisions on the agenda, not everyone who might have a view.

C. A longer slot accommodates the drift rather than removing it. A meeting that lacks purpose and decisions will fill whatever time it is given.

D. Writing down actions, owners and dates converts discussion into commitments and is exactly what is missing when people leave unsure what they owe. It also gives the next meeting something concrete to follow up.

E. A status sheet shares information but cannot make the coordination decisions the meeting exists for. It removes the symptom by removing the decision-making, which the project still needs.

A. A survey collects structured answers from many people at once. It scales well but captures neither people's own words nor how they respond to each other.

B. Brainstorming generates ideas from the project team or a working group. It is not a way of listening to customers describe their expectations.

C. A focus group brings a handful of prequalified participants together with a moderator to explore their expectations and attitudes through interactive conversation, which is exactly the small-group, in their own words, reacting-to-each-other purpose in the stem.

D. An interview is one-to-one or one-to-few and yields depth from each person, but it cannot capture the interaction between participants that the team wants to observe.