Free GAQM PPM-001 Practice Exam with Questions & Answers | Set: 6

 Negative cues in project management refer to indicators or signals that can lead to a negative atmosphere or outcomes within a project. These cues can distract team members from their goals and objectives, potentially leading to decreased productivity and morale. Recognizing and managing negative cues are crucial for maintaining a positive project environment and ensuring successful project delivery12. References:

• Top Ten Behavioral Biases in Project Management: An Overview
• The Invisible Enemy to Project Success: Negative Cues

Consensus in the context of project management, as defined by PMBOK, is not about achieving a unanimous vote but rather about incorporating multiple viewpoints and insights from differing perspectives. It requires a cooperative attitude and open dialogue that typically leads to consensus and commitment. This means that while consensus aims to consider everyone’s priorities, it does not necessarily require a unanimous vote1.

References:

• Conflict Management and The PMBOK Guide2.

 Budgeting for projects can be approached using different methods depending on the project’s needs and constraints. The bottom-up method involves estimating individual tasks and summing them to form a total project budget. The top-down method starts with a total budget figure and allocates amounts to various parts of the project. A combination of both methods can also be used to leverage the advantages of each, providing a more balanced and accurate budget. These methods are well-documented in project management literature and are part of the Professional in Project Management (PPM) body of knowledge.

References: The information about these budgeting methods is supported by resources on project budget management and is consistent with the principles outlined in the PPM guide1234.

As a self-leader, one of the primary responsibilities is to have a clear understanding of your own goals. This involves setting personal objectives that align with the project’s needs and ensuring that you are steering your efforts towards achieving these goals. It’s about self-management and personal accountability in contributing to the broader project objectives. References: (Professional in Project Management (PPM) Certification Overview, GAQM1)

 In the context of Professional in Project Management (PPM), the ‘Reference’ category is used for storing files that are not currently in use but can be needed for future reference. This includes research for future projects and documentation from past projects associated with the same client. These files are kept for informational purposes and may be consulted to inform current or future work, making the ‘Reference’ category the appropriate choice for such documents.

References:

• Project Portfolio Management (PPM): A Definitive Guide1
• What is Project Portfolio Management (PPM)? - The Digital Project Manager2

 Goals should be specific, measurable, and time-bound. This aligns with the SMART criteria for goal setting, which stands for Specific, Measurable, Achievable, Relevant, and Time-bound. A goal that is too general does not provide a clear direction or target. Measurability allows for tracking progress and making necessary adjustments, while a deadline adds a sense of urgency and helps in prioritizing tasks.

References: The principles of goal setting are consistent with the guidelines provided in the PMBOK® Guide and the Professional in Project Management (PPM) certification materials, which advocate for clear, measurable, and time-sensitive goals as part of effective project management12.

In the context of employee development and coaching, the final step typically involves the employee committing to specific actions to reach their desired outcome. This step is crucial as it translates the coaching conversation into actionable steps, ensuring that the employee has a clear path forward and is accountable for their own development. References: The information is synthesized from general coaching models and is not taken from a specific PPM document. For detailed and specific guidance, please refer to the official PPM study materials.

During the first phase of a project, which is the initiation phase, the focus is on defining the project at a broad level. Key activities include developing a project charter, identifying stakeholders, and determining the project’s feasibility. The initiation phase is about giving the project a structure, not about the detailed planning of resources or scheduling, which occurs in the subsequent planning phase. Therefore, naming the starting project team is not typically part of the initiation phase.

References: The information is based on the standards and guidelines provided by the Project Management Institute (PMI) in the PMBOK Guide and the Professional in Project Management (PPM) certification materials12.

The first step to creating a flow chart is to "gather a group of people who represent the various parts of the process." This collaborative approach ensures that all aspects of the process are considered and that there is a comprehensive understanding of the process from various perspectives. This group can provide insights into the steps involved, decision points, and any potential variations in the process, which are crucial for accurately mapping out the process in the form of a flow chart.