Project Management Professional (PMP)

- Exam Preparation Course -

Module 1 - Introduction
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Let’s Know Each
Other

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 Your Facilitator

ACADEMICS

• BEng (Hons) Electrical & James Ntui

Electronics Eng
• MSc Medical Electronics
PROFESSIONAL
• MCSE, MCP, ITIL, CCNA
• PMP
• 30 yrs exp (Retail, News, IT, Oil &
Gas, Training)
• 15 yrs training (PM, Leadership, OTHERS
Entrepreneurship, Business Mgmt) • NGO
• Bible
• Abstract painting, tennis,
jogging, reading
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 Course Package

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 Training Agenda
• Module 1: Introduction
• Module 2: The Project Environment
• Module 3: The Role of Project Manager
• Module 4: Project Integration Management
• Module 5: Project Scope Management
• Module 6: Project Schedule Management
• Module 7: Project Cost Management
• Module 8: Project Quality Management
• Module 9: Project Resource Management
• Module 10: Project Communication Management
• Module 11: Project Risk Management
• Module 11: Project Procurement Management
• Module 13: Project Stakeholder Management
• Module 14: Agile Project Management
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 Training Package

• Training videos
• Training slides
• PMI Standards and other study materials
• Exam Questions and Answers with explanations
• After-training support
• Guaranteed pass

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 • Introduction: PMI, Step UP, PMP
• Statistics
• White Elephants
• Projects, Programs and Portfolios
• Project Life Cycle
• Development Approaches/Life Cycles
• Project Processes & Knowledge Areas
• Tailoring & Business Documents
• Project Objectives

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This Course is Different!!
We will identify your
You will learn new You will know how to
real-life project
concepts, terminology, manage any project,
problems and find
anywhere and at anytime!
skills, tools and solutions to them.
techniques.
You will improve how to
work collaboratively
You will learn how to be a You will improve your
better manager and communication skills

leader
We will help and
support you until you
become certified!!

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Introducing the
PMI, Step Up
Business & PMP

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 HISTORY

• Founded in 1969
• Pennsylvania, USA

REPUTATION
• Most popular PM organization in
the world
• PMP certificate is GOLD standard
• 3M members, 300 chapters, 200
countries

ADVOCACY

• Research, networking
and knowledge sharing
• Best standards
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 PMI Certifications

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 PMI Certifications

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 PMI Certifications

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 Chartered in 2011

Purpose: To advance the practice, science and profession of project management

in a conscious and proactive manner.

Goal: Nationwide, organizations will embrace, value, and utilize project management and attribute
their success to it. Our goal is to deliver Value everywhere we go.

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 Step Up Business School
• 1 of 6 ATPs in Ghana
• One of fastest growing Project
Management training centres
in Ghana
• PMP, PgMP, RMP, CAPM, PMI-
ACP, PM Essentials
• Digital Marketing
• Other Business management

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 Standard for Project Management
• The new Exam Format is based on the Exam Content Outline (ECO) – 2 Jan. 2021
• A standard is a generally accepted guideline or framework, established by
consensus and approved by a recognized body (optional)
• A regulation is a rule that your industry must follow or risk fines and penalties
(mandatory).
• Purpose:
• Provides a basis for understanding project management .
• Applies regardless of industry, location, size, or delivery approach.
• Describes the system and environment within which projects operate.
• Applicable Standards: Project Management Body of Knowledge 6th and 7th
edition, and the Agile Practice Guide.
• These standards address the entire continuum from highly prescriptive to highly
exploratory project approaches.
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 PMP Exam
QUESTIONS
• 50% Process
ELIGIBILITY • 42% People
• 8% Business environment

• 50% Predictive
• University degree
• 50% Agile
• 36 months leading projects
• 35 hours PM education or CAPM
• 180 Questions (Multiple-choice, Multiple
responses, Matching, Hotspot, Fill-in-the-
OR
blanks) (175 scored, 5 unscored)
• 3 hrs 50 mins (77 sec/question)
• High-school diploma or equivalent
• Breaks – 2 x 10 mins
• 60 months leading projects
• Pass mark – mystery!
• 35 hours of PM education or CAPM
• Fee: $405 (members), $555 (non-
members)
• Membership: $139
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 Exam Process

This Self-paced PMP Exam: Two

Ensure you meet the Advice: Apply for
training will give you PMP Renewal: Every 3 breaks of 10 mins Study Time: Btw 50 –
Eligibility Criteria Exam 4 to 20 weeks
35 hours PMP Training years. 60 PDUs (after 60 & 120 120 hours
after training
questions)

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 Exam Report and Certificate

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Why the PMP?

90 Million
Project professionals currently employed in industries
across the world

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Why the PMP?
2.2 mln people Value of project
working full-time in management: $12 trillion
$200bn added project management (2013) to $20 trillion
to UK economy in the UK (2027) 2017: Queen of
by project
England accorded
management
Royal Charter status to
the Association of
2016: US Senate signed the Project Management
Program Management
We are abolishing traditional job
Improvement and
titles to focus on talent and
Accountability Act
project-based work. (Mohammed
Alabbar, Founder & Chairman of
Emaar, UAE)
“Soon in IBM, we will no longer
have job descriptions. We will Removed almost all its
have only project descriptions.” management layers and job titles,
One of ten most-in-demand jobs which
(IBM Senior Executive) leaving only that of project
will have staying power into the 2030s is
that of the Project Manager. (Microsoft manager. (Richards Group, USA)
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& Linkedin)
Why the PMP?
1. Globally Accepted: PMP certification is recognized and respected all over the world.
2. Global Passport: PMP holders are leading projects all over the world, irrespective of the industry.
3. Recognition: You gain the respect and recognition of others. Also, you get to put the letters “PMP” after your
name.
4. New Skills: PMP certification will force you to brush up on your project management, business, and leadership
skills.
5. Better Project Manager: The knowledge, skills, tools and techniques will make you become a better project
manager.
6. Better Salary: The median salary for PMP holders is 20% higher than for non-certified project managers.
7. Strengthens your professional networks: You will have access to a network of other certified professionals.
8. More Competitive: Organizations using PMP holders and PMP holders are more competitive than others.
9. Customer Satisfaction: Certified project managers are more likely to complete projects on time and within
budget. This can lead to increased customer satisfaction and improved relationships with clients.
10. More opportunities: The PMP certifications opens up many more career and business opportunities worldwide.
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 Project Management Career Path

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 Statistics

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 Statistics

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 Statistics

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 Statistics
Major Project Management Challenges:
1. Poorly trained Project Managers
2. Running too many projects
3. Lack of funding
4. Inconsistent approach
5. Lack of senior management support

58%
of organizations openly admit
to not understanding the value
of project management.
(Pulse of Profession 2023, PMI)

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 Sydney Opera House, Australia
• Planned duration: 4 years
• Budget: $4.5M
• Actual completion: 12 years
• Actual cost: $70M
• 1450% over budget!!
• 300% behind schedule!!

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 White
Elephants

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 Berlin Brandenburg Airport
Targeted open date: 2011
Budget: $2 bn 30
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Cost: $7.3 bn
 Ciudad Real Airport, Spain
Cost: $1bn
Struggled for 3 years, last planes left in 2012. 31
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Last bid for the site was $10000
 New South China Mall, Dongguan
Cost: $1.3bn
Opened in 2005, 2300 stores 32
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 GHANA
• $25M lost per year
• Reason: Negligence, corruption & poor
project mgmt.
(Institute of Fiscal Studies)

NIGERIA (2002 – 2022)

• 56000 govt projects abandoned
• $2.7Bn lost
• Reason: Corruption & poor project mgmt.
(Institute of Quantity Surveyors)
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 Projects,
Programs &
Portfolios

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History of Project Management
• 1911: Frederick Taylor published “The • 1969: Project Management Institute (PMI)
Principle of Scientific Management.” launched in the USA.
• 1917: The Gantt chart developed by Henry • 1975: PROMPT II Method (renamed PRINCE2 in
Laurence Gantt (1861-1919) April 1989) created by Simpact Systems Limited
• 1957: The Critical Path Method (CPM) • 1984: Theory of Constraints (TOC) introduced
invented by the Dupont by Dr Eliyahu M. Goldratt
• 1958: The Program Evaluation Review • 1986: Scrum named as a Project Management
Technique (PERT) invented for the U.S. Navy's style
Polaris Mobile submarine-launched Ballistic • 1989: Earned Value Management (EVM)
missile project adopted
• 1962: US Department of Defense mandates • 2001: The Agile Manifesto written
the Work Breakdown Structure (WBS)
• 2006: Total Cost Management (TCM)
• 1965: The International Project Management Framework released
Association (IPMA) founded in Vienna, Austria
• 2021: 7th Edition of PMBOK Guide released.
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 Project
A project is a temporary endeavor undertaken
to create a unique product, service, or result.
• Temporary endeavor:
• Projects have a definite beginning and end. Project Success depends on:
• Temporary does not necessarily mean a
project has a short duration. • Organizational project maturity
• Unique product, service, or result: Projects • Project manager effectiveness
produce deliverables with unique features, • Funding and resource availability
functionalities, characteristics etc. • Team member skill levels
• Projects are unique in their purpose, goals, • Collaboration and communication within the
objectives, context, location, resources, activities team and with key stakeholders
etc. • Understanding of the core problem and related
• Projects deliver value needs
• Projects deliver change

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 Deliverable
• A deliverable is any unique and verifiable product, result, or capability to perform a
service.
• Deliverables may be tangible or intangible.
• Types of Deliverables:
• Unique product: It is a component of another item, an enhancement or correction to an item, or a
new end item in itself. E.g. a new phone, a software application, contract process.
• Unique service: Any activity being offered to another and does not result in the ownership. It in
intangible. E.g. a helpdesk, a customer support service, buying and installing an application (app).
• Unique result: An outcome or consequence from an action or a document. E.g., a research project
that develops knowledge that can be used to determine whether a trend exists, or a new process will
benefit society, feasibility study, a research outcome, a trend analysis
• Unique combination of one or more products, services, or results. E.g., a software (product), its
documentation (result), and helpdesk services (service).

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Projects Drive Change
• Projects drive change: Projects drive change in organizations.
• From a business perspective, a project is aimed at moving an organization from one
state to another state in order to achieve a specific objective

We do projects
to increase value

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Why Projects are Started

Projects are started either through a need, problem, request, opportunity or a

requirement
• Market Demand: e.g. Electric cars
• Strategic Opportunity/Business Need: e.g. Installing a new payroll system to improve
salary payment.
• Social Need: e.g. A church builds schools in a rural area.
• Environmental Consideration: e.g. Apple using 100% renewable energy for its
datacenters.
• Customer Request: e.g. A Start-up requests the building of their website.
• Legal Requirement: e.g. A government requires telecoms operators to set up a system
where users can change operators without changing phone numbers.
• Technological Advance: e.g. A company develops robots to be advance of their
competitors.

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 Why Projects End
Projects end because:
• Objectives have been achieved
• Objectives will not or cannot be met
• Deliverables are transferred to the customer or to operations or
production
• Funding is exhausted or no longer available
• Project need no longer exists
• Human or physical resources are no longer available
• For legal cause or convenience or a new owner no longer requires it.
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 Project Management
Project management is the application of knowledge, skills,
tools, and techniques to project activities to meet the project
requirements.

• Project management is accomplished through the appropriate

application and integration of the project management processes
identified for the project.
• Project management enables organizations to execute projects
effectively and efficiently.

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 The Importance of Project Management
1. Meet business objectives
2. Satisfy stakeholder expectations
3. Be more predictable
4. Increase chances of success
5. Deliver the right products at the right time
6. Resolve problems and issues
7. Respond to risks in a timely manner
8. Optimize the use of organizational resources
9. Identify, recover, or terminate failing projects
10. Manage constraints (e.g., scope, quality, schedule, costs, resources)
11. Manage change in a better manner.
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 Key Drivers in Project Success
1. High benefits realization management (BRM) maturity
2. Low levels of scope creep
3. Frequent use of standardized risk management practices
4. Frequent use of standardized stakeholder engagement practices
5. High organizational agility
6. High performance of department-specific/regional/divisional project
management office (PMO)
7. High project management maturity
8. Overall performance of enterprise-wide PMO
9. Project management success metric used: Quality of work
10. Project management success metric used: Adherence to schedule.
(Pulse of the Profession 2023, PMI)

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 What projects deliver
• Goal: Broad or far-reaching view of what the project will accomplish.
• Objective: A clearly defined target – something to achieve to arrive at a goal.
• Outcome: End-result or consequence of a process or project.
• Deliverable: Any unique and verifiable product, result, or capability to perform a service
produced from a process, phase, or project.

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 What projects deliver: VALUE

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Business Value
Value: The net quantifiable benefit (tangible or/and intangible) identified from a business endeavor.
• Examine, evaluate and confirm the following:
• Stakeholder value (publicity traded companies) or business growth (private)
• Customer value
• Channel or business partner value

Tangible Benefits Intangible Benefits

Cash, Increased revenue & profit Brand equity
Stock Goodwill
Equipment Trademark, Copyright
Cost savings Enhanced user experience
More information availability Increased compliance
Customer growth Reputation
Market expansion Job satisfaction
Reduced inventory or maintenance Better decision making
Cost Increased learning
Hardware Process improvements 49
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 Projects, Programs, Portfolios

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 Projects - Programs - Portfolios

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 Projects - Programs - Portfolios

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 Projects - Programs - Portfolios
Projects Programs Portfolios

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Operations Management
• Concerned with the ongoing production of goods and/or services.
• Ensures that business operations continue efficiently by using the optimal resources needed to
meet customer demands.
• Concerned with managing processes that transform inputs (e.g., materials, components,
energy, and labor) into outputs (e.g., products, goods, and/or services).
• Sustains the organization
• Also a system to deliver value
Difference between Projects and Operations:
• Project: Temporal, unique, closes after achieving the project objectives.
E.g. Prototyping a new car.
• Operation: Ongoing, Repetitive, Objective is to sustain the business.
E.g. Assembly line production of cars

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Product Management
• Product:
• An artifact that is produced
• Is quantifiable
• Can be a new item
• A component of an item

• Product management:
• Integration of people, data, processes, and business
systems to create, maintain, and develop a product or
service throughout its life cycle.
• May initiate programs or projects at any point in the
product life cycle to create or enhance specific
components, functions, or capabilities.
• Product life cycle: Series of phases that represents the
evolution of a product, from introduction through growth,
maturity, and to retirement.

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 Product vs Project Life Cycles

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 Project
Life Cycle

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 Project Life Cycles
• A project life cycle is the series/sequence of phases, phase gates, processes, activities, and
decisions from the start to the end of the project.
• Provides the basic framework for managing the project.
• Phases may be sequential or overlapping.
• Can use predictive (waterfall/traditional/plan-driven/process-based) or adaptive (agile).

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 Project Phase
• Phases are related activities that produce one or more deliverables.

• The output of one phase is often a hand-off, or input, to the next phase.

• Facilitate management, planning, and control as the work is represented in smaller, more focused
segments.

Why Phases?
• Organize and control your project
• Dividing total work into smaller Phase-to-Phase Relationships: Attributes:
components for easier monitoring • Sequential relationships: • Name (e.g. Phase A,
• Facilitates better estimation • New phase starts when previous ends. Phase 1, Proposal phase,
• Nature of the project • Reduces the level of uncertainty. Initiation)
• Overlapping relationships: • Number
• Characteristics of the organization, • Phases start while others are ongoing
industry, or technology
• Increased level of risk • Duration
• Project elements (technology, • May result in rework • Needs resources
engineering, business, process, or
legal) • Needs tighter controls. • Entrance criteria
• Decision points (funding, Go/No-Go, • Exit criteria
Milestone review). 62
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 Phase Gate
• AKA governance gate, tollgate, kill point, phase review, stage gate, phase entrance or phase exit
• Review at phase end - decision to continue to the next phase or do modification, or end a project.
• Review based on fulfilling exit criteria
• Benefits: controlled by incremental decisions based on information
• Disadvantage: Delays for management assurance, approval, and support.

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 Development
Approach

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 Development Life Cycles
• The approach and methodology for developing the product,
service or result during the project life cycle.
• Types:
1. Predictive
2. Iterative
3. Incremental
4. Adaptive
5. Hybrid

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 Predictive Approach

A development approach in which the project scope, time,

and cost are determined in the early phases of the life cycle.

Useful when the project and product requirements can be defined, collected, and analyzed at the start of the project.

Risks, uncertainties and changes handled in controlled manner due to much early planning.
Used when the project team wants to reduce the level of uncertainty early in the project
and do much of the planning up front.

Used when the project work can follow plans that were developed near the start of the
project.

Aka waterfall or traditional or process-based or plan-driven

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 Example: Construction project

Feasibility Design Permits

Site work Foundation Framing

Utilities Sheathing Finishing Acceptance

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 Iterative Approach
A development approach that focuses on an initial, simplified
implementation then progressively elaborates adding to the feature set until
the final deliverable is complete.

Starts with requirements or assumptions that form the base of the project

Project is divided into periods of time (1 to 4 week) called iterations

Series of steps that you repeat, tweaking and improving your product with
each cycle

Deliverables are tested, revised and team improves continuously

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 Incremental Approach
An adaptive development approach in which the deliverable is
produced successively, adding functionality until the deliverable
contains the necessary and sufficient capability to be considered
complete.
Each iteration results in an increment, which is a “release”

Each release adds or improves functionality compared with

the previous release

Project is developed in chunks, iteration by iteration with

each segment building or adding to the previous one

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 Adaptive Approach
A development approach in which the requirements are subject to
a high level of uncertainty and volatility and are likely to change
throughout the project.

Uses BOTH iterative and incremental approaches

Project moves to the next phase after customer feedback

Used when a clear vision of an end state is available at the start of the project but very little
is known about the details of the requirements that make up that end state

Used when there is flexibility to refine, change, and replace requirements

Opportunity to receive frequent user and product owner feedback

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 Example: Software development

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 Hybrid Approach
A combination of two or more agile and nonagile elements,
having a non agile end result.
Useful when there is uncertainty or risk around the requirements.
Useful when deliverables can be modularized, or when there are deliverables that can
be developed by different project teams.

Used when high need for up-front research

Requirements indicate that deliverable must be implemented in a predictable way

Project attributes suit elements of both predictive and adaptive approaches

Used when an organization has both an opportunity and a need to leverage
the strengths of the adaptive and predictive approaches.

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 Selecting a Development Approach
Main Category Variable PREDICTIVE ADAPTIVE
Requirements certainty Well known, Little change Uncertain, volatile, changing
Scope stability Stable and not likely to change Expected to change much
Product, Service or
Results Ease of change Low High
Delivery options Whole or in pieces Deliverables in pieces
Risk Up-front planning and rigorous Adaptive process
processes
Stakeholder Involvement Customer not very involved Product owner very involved
Project Schedule Delivery schedule varies Early delivery
Funding availability Certain Uncertain
Structure Rigid, bureaucratic Flat, self-organizing
Culture Strict management control Self-management
Organization
Organizational capability Traditional mindset Agile mindset
Team & location Larger, virtual Smaller, colocated.
• Ultimately, the choice depends on the project’s specific requirements, constraints, as well as the preferences and expertise of the project team.

• A hybrid strategy that includes features of numerous strategies could potentially be viable. 80
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 Processes
&
Knowledge
Areas

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 Project Management Processes
• Series of project activities
• Has one or more inputs
• Used tools & techniques
• Produces one or more outputs (deliverable or an outcome)
• Applied globally across ALL industries
• Some occur once or at predetermined points, periodically or
throughout the life cycle.
• Interact and overlap with one another
• Iterative and might be revisited and revised several times

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 Project Management Processes

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 Process Groups

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 Project Management Processes

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Characteristics of the project process
groups
Initiating Planning Executing Monitoring Closing
and
Controlling

Costs Low Low Highest Lower Lowest

Staffing levels Lowest Medium high high low

Chance for Lowest Low Medium High Highest

successful
completion

Stakeholder Highest Medium Medium Low Lowest

influence

Risk probability Highest Medium Medium Low Lowest

of
occurrence

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 Knowledge Areas

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 Process Chart

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 Project Management Data and
Information
• The raw observations and measurements identified during activities
Work performed to carry out the project work.
• Examples include reported percent of work physically completed, quality
performance and technical performance measures, start and finish dates of schedule
data activities, number of change requests, number of defects, actual costs,
actual durations, etc. Project data are usually recorded in a Project
Management Information System (PMIS) and in project documents.

• The performance data collected from various controlling processes,

Work analyzed in context and integrated based on relationships across
areas.
performance • Examples of performance information are status of deliverables,
information implementation status for change requests, and forecast estimates
to complete.

• The physical or electronic representation of work performance

Work information compiled in project documents, which is intended to
performance generate decisions or raise issues, actions, or awareness.
reports • Examples include status reports, memos, justifications, information
notes, electronic dashboards, recommendations, and updates.
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 Tailoring &
Business
Documents

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 Tailoring
Tailoring: The deliberate adaptation of the project management approach, governance,
and processes to make them more suitable for the given environment and the work at
hand.
• Should reflect the size, duration, and complexity of each individual project
• Should be adapted to the industry, organizational culture, and level of project management maturity.
• Benefits:
• Increase team commitment
• Customer-oriented focus
• More efficient use of resources
• Helps reduce project complexity
• Minimizes project threats
• Creates space for different approaches
• Challenges the way we work
• Influences which project adjustments should be made
• Can increase the probability of project success.

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 Business Documents
Benefits management plan: describes how and when the Business Case: presents a project’s viability from the business
benefits of the project will be delivered, measured and perspective: what benefit is the organization expected to
sustained. obtain upon project delivery.
• It describes key elements of the benefits such as:
• Its main purpose is to convince stakeholders that the
o Target benefits (e.g., the expected tangible and
intangible value to be gained) project is worth the investment.
o Strategic alignment (e.g., how well the project
benefits align to the business strategies of the
organization)
o Timeframe for realizing benefits (e.g., benefits by
phase, short-term, long-term, and ongoing)
o Benefits owner (e.g., the accountable person to
monitor, record, and report realized benefits
throughout the timeframe established in the plan)
o Metrics (e.g., the measures to be used to show
benefits realized, direct measures, and indirect
measures);
o Assumptions (e.g., factors expected to be in place
or to be in evidence);
o Risks (e.g., risks for realization of benefits).
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 Project
Objectives

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 Measuring Project Success
• Time

• Cost

• Scope

• Quality

• Meeting customer needs

• Team satisfaction

• Financial measures

• Fulfilling contract terms etc.

• Value is the ultimate indicator of project success.

• Questions to be answered at initiation are:
• What does success look like for this project?
• How will success be measured?
• What factors may impact success?
• Who decides if successful or not?

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 Project Objectives
SETTING PROJECT OBJECTIVES: Project Goals Project Objectives
1. Vision: Expresses the high-level Increase company sales in Increase sales of drinks by 10% by the end
intention, direction and aspiration near future of June 2024.
(even if it is unachievable). Satisfy our existing customers Improve customer satisfaction by 50% by
2. Mission: Describes the What October 30 through training of customer
(deliverable), Why (value) and Who service team.
(customer) Ensure that homeless 1. Build a new kitchen facility in Accra by
3. Goal: A broad, high-level, non- children have access to December 31 to serve 1000 children
specific, and long-term definition of regular meals each day
what the organization wants to 2. Recruit volunteers for the kitchen for
breakfast and dinner by 30 November.
accomplish.
3. Organize a regular donated food supply
4. Objective: Influenced by goals, an for breakfasts and dinners from local
objective is a low-level description organizations 30 October
of the specific and measurable
I want to improve career 1. I will enroll in Step Up Business’s PMP
outcomes desired from a resilience course and get the certificate by end of
project. Should be SMART. 2023.
2. I will learn online trading for 3 months
starting next month 96
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 Project Objectives

EXAMPLES

Revenue Cost Time Technical

Sustainability Performance Efficiency Integration
Quality Customer Experience Compliance Risk
Capabilities Knowledge Skills Brand
Productivity Growth Good will Reputation

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 Warm Up Test

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 Test Instructions
• Read each question at least TWICE
• Select the BEST answer
• Write answers on a piece of
paper/notepad/tablet/any other writing material
• Each question is 80 seconds

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 Question 1
By establishing a website for the respective bank, a project creates
an online banking facility. What is this an example of?
A. A product of the project (an intermediate measurable artifact).
B. A service of the project (the ability to provide a service)
C. The Project's results (the outcome correlated with expertise).
D. A product (the final outcome of the project).

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 Question 2
The project life cycle differs from the product life cycle in that the
project life cycle:
A. Does not incorporate a methodology
B. Is different for each industry
C. Can spawn many projects.
D. Describes project management activities

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 Question 3
Projects and operations have the following common characteristics
except:
A. they are performed by people.
B. they are constrained by limited resources.
C. they are planned, executed, and controlled.
D. they attain their objectives and then terminate.

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 Question 4
Which of the following describes a program?
A. A collection of small projects with a common goal
B. A group of related projects managed in a coordinated way
C. A very large and complex project
D. A collection of subprojects with a common customer

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 Question 5
The five Project Management Process Groups are:
A. Planning, checking, directing, monitoring and recording.
B. Initiating, planning, executing, monitoring and controlling and
closing.
C. Planning, executing, directing, closing and delivering.
D. Initiating, executing, monitoring, evaluating and closing.

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C2 General
 Answer 1
B.
When we say a project will yield a service, we mean the opportunity
to execute a service.
For example, an initiative to establish a platform for a bank to
conduct online banking has opened up the possibility of providing
an online banking service.

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 Answer 2
D. Describes project management activities

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 Answer 3
D. They attain their objectives and then terminate.

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 Answer 4
B. A group of related projects managed in a coordinated way

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 Answer 5
B. Initiating, planning, executing, monitoring and controlling and
closing.

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