ITIL4 FOUNDATION EXAMS 5

Assess

Identify

Implement

Plan

1 and 2

2 and 3

3 and 4

1 and 4

change

plans

progress

risk

To define the project assurance role of team managers.

To combine roles, where possible, to simplify the organization.

To appoint a business change manager as senior user when the project is part of a programme.

To define the approach to engaging with stakeholders.

When the project’s progress will be reviewed

Which of the six tolerance areas will be included

Which primary stakeholder interests will be represented

When the project’s outputs will be delivered

The justification for compulsory projects does not need approval

There must be no change to the reasons for a project

A formal business case document is mandatory

The chosen option must provide value for money

Lessons report

Product status account

Highlight report

Checkpoint report

It can be performed by the project manager

It is an optional role for a PRINCE2 project

It produces checkpoint reports for the project manager

It can be combined with the project assurance role

A hierarchy of all the products to be produced during a plan

A record of the issues that are being formally managed during a plan

A diagram showing the sequence of production of the planned products

A record of the major risks relating to the project plan

To capture lessons from previous projects

To document a common understanding of the starting point for the project

To confirm that the project is able to deliver the detailed business case

To define the quality techniques to be applied during the project

To sign off completed work packages

To ensure that the business case is kept under

To report progress to the project board

To ensure that work on products is authorized

Initiating a project

Controlling a stage

Managing a stage boundary

Managing product delivery

By reviewing the management of previous projects

By defining the customer’s expectations of the project’s products

By defining cost tolerances for project objectives

By delegating responsibilities to a different level of management

End stage report

Exception report

Checkpoint report

Lessons report

When the stage requires resources

If it is forecast that project level tolerance will be exceeded

If the senior supplier or senior user needs to be changed

When any request for change needs to be approved

Because each project will have unique outputs

Because more than one function may be involved in the project

Because projects may have duplicated or inconsistent objectives

Because stages provide senior management with control points

Starting up a project

Initiating a project

Directing a project

Managing a stage boundary

To confirm that there are no known restrictions that would prevent the project from being delivered

To ensure that all team managers understand their responsibilities

To obtain approval for the project plan from corporate, programme management or customer

To prepare the project initiation documentation for authorization to initiate the project

Continued business justification

Focus on products

Learn from experience

Manage by stages

A risk breakdown structure must be created

A risk budget must be established for managing risks

Identified threats and opportunities must be documented

Risk checklists must be used to ensure risks are identified

It is produced for the project during the ‘initiating a project’ process.

It is produced close to the time when the planned events will take place.

It provides the basis for day-to-day control by the project manager.

It provides the basis for control by the project board.

To document the justification for undertaking a project

To summarize project performance to date for the project board to decide what action to take next

To provide a schedule for measuring the achievement of benefits

To provide the reasons for the project, to put into the business case

To specify the desired result

To provide the skills to deliver the desired result

To ensure the technical integrity of a project

To develop the project’s products

To define the techniques to be used when assessing project risks

To summarize exposure to strategic, programme, project and operational risks

To recommend responses for each of the project risks

To identify suitable risk owners for each of the project risks

Risk register

Issue register

Quality register

Lessons log

initiating a project

managing product delivery

directing a project

managing a stage boundary

Processes can be simplified or carried out in more detail.

Terminology can be changed to suit organizational standards.

Themes that are not relevant to the project can be excluded.

Project management team members can carry out any combination of roles.

A request for change

An off-specification

A problem

A concern

It produces benefits

It introduces business change

It manages stakeholders

It incurs cost

Initiating a project

Controlling a stage

Managing a stage boundary

Managing product delivery

The people or organizations that design the project’s products

Corporate, programme management or customer

Project delivery teams

The people or organizations that benefit from using the project’s product

Any of the project’s specialist products

The result of the change derived from using the project’s products

The measurable improvement resulting from an outcome

A negative outcome

The different ways that the project product can be delivered

The formats for communicating project information to stakeholders

That all of the information to develop the project brief is available

That any constraints which could affect the project have been removed

1 and 2

2 and 3

3 and 4

1 and 4

Establish a change budget

Request a product status account

Define a change authority

Agree acceptable corrective actions

An uncertain event that could have a negative impact on objectives

An uncertain event that could have a favorable impact on objectives

An event that has occurred resulting in a negative impact on objectives

An event that has occurred resulting in a favorable impact on objectives

Timescale

Scope

Risk

Costs

Quality

Role descriptions

Processes

Product descriptions

A project brief with details outlining the project approach

Sufficient information to identify the prospective executive

The project initiation documentation

Authority to initiate a project

By dividing the project into a minimum of two management stages

By setting controls to warn the higher level of management of potential problems

By ensuring that the project continues to be desirable, viable and achievable

By providing lessons so that mistakes made in previous projects do not happen

To set project-level tolerances

To approve the stage completion of each stage

To ensure that the products are produced within the constraints agreed with the project board

To appoint the roles in project management team

A negative consequence of a threat occurring

An area of uncertainty that could create a problem

A positive consequence of an exploited opportunity

A known situation which creates uncertainty

To inform the project board that the final stage is about to start

To provide a fixed point at which acceptance of the project product is confirmed

To provide the project board with sufficient information to confirm continued business justification

To define the handover procedures for the project’s products

The project management team will understand the tolerances allowed

The project management team will understand the customer’s expectations

The project will have review and decision points so that progress can be assessed

The key stakeholders in the project will have representation on the project board

It provides established and proven best practice and governance for project management

It includes techniques for critical path analysis and earned value analysis

It enables a project manager to be accountable for the success of a project

It prevents any changes after the scope of a project has been agreed

To provide corporate management with an interface to the project

To ensure the project’s delivery will be within set tolerances

To seek approval to replace the project or stage plan

To assess the benefits that have already been realized

Stage authorization

Highlight reporting

Work package authorization

Checkpoint reporting

The quality tools and techniques to be used

The project’s approach to quality planning

The approach to managing project assurance

The definition of the quality records required

To answer the question: Do we have a viable and worthwhile project?

To coordinate an area of work delivering the project product’s components

To delegate day to day management of the project to the project manager

To provide a fixed point to confirm acceptance of the project product

corporate, programme management or customer

the project board

project support

the change authority

To set the tolerance on the cost of resources

To plan the training needed for the delivery of the project

To define the structure of accountability and responsibilities on the project

To implement the controls required to manage by exception

To prevent changes to what was agreed in the project initiation documentation

To ensure any potential changes to baselined products are controlled

To assess and control a project’s threats and opportunities

To identify changes needed to the project as a result of acting on lessons

assurance

control

planning

tolerance

To ensure that the prerequisites for initiating the project are in place

To establish whether the project plan can meet the required target dates

To assemble the project initiation documentation so the project can be initiated

To confirm to corporate, programme management or customer that quality expectations will be met

A project can be scheduled without management stages

There can be more than one delivery step within a management stage

Several management stages can be scheduled to run at the same time

Delivery steps and management stages should end together

To define how the project will ensure that its products are fit for purpose

To define the procedures for the control and modification of project products

To establish mechanisms to judge whether the project remains desirable and achievable

To enable the assessment of continuing project viability

To enable the project board to commit resources and expenditure required for the initiation stage

To review and, if necessary, update the project initiation documentation

To act as a break between those managing the project and those creating products

To ensure a periodic review is carried out to approve the products created within the completed stage

Design the plan

Create the product flow diagram

Analyze the risks

Prepare the schedule

Produce highlight reports

Take corrective action within stage tolerances

Produce an exception plan

Authorize a stage plan for the next stage

Information for the project board to decide if the project is aligned to business objectives

Approval from the project board to proceed with the project, if it is worthwhile

Approval from the project manager for work to be started by delivery teams

Definition of the suppliers’ obligations for controlling the work package delivery