PMD PRO Level 1
Study Tool
Sample Test Questions
1.
What are the 5 principles of project management?
Balanced
Comprehensive
Integrated
Participatory
Iterative
2.
On what areas do development organizations tend to focus?
NGOs tend to focus on the technical/programmatic area and not in the management area.
3.
What is a project?
A temporary endeavor undertaken to create a unique product, service or result.
4.
What is the purpose of project management?
To plan, organize and manage resources to bring about the successful completion of specific project goals,
outcomes and outputs.
5.
What is the Project Manager (PM) responsible for?
The PM is responsible for ensuring the overall success of the project.
6.
Is the Project Manager personally responsible for completing the project work?
No, he/she is responsible for working closely with an array of stakeholders to complete the work of the
project.
7.
What are the elements of the Triple Constraint?
Scope/quality
Cost/resources
Time/schedule
8.
What 4 competencies should the Project Manager have?
1. Technical
2. Leadership/interpersonal
3. Personal/self-management
4. Development sector specific
Additional competency: work effectively within the culture of his/her organization and navigate its
management framework
9.
What are the phases of the PMD Pro Project Management Model?
1. Project Identification and Design
2. Project Set-up or Initiation
3. Project Planning
4. Project Implementation
5. Project Monitoring, Evaluation and Control
6. End of Project Transition
1.
The skill level of the Project Manager varies according to the _____, __________ and ______of the project.
1. Size
2. Complexity
3. Risk
2.
During which phase of project management is the project officially authorized?
Set up or Initiation
3.
During which phase does the project identify appropriate corrective actions in situations where the project’s performance
deviates significantly from the plan?
Monitoring, Evaluation and Control
4.
Which project phases take place concurrently?
Planning, End of Project Transition, and Monitoring and Evaluation
5.
During which phase of PMD Pro should stakeholders be consulted for the first time?
During Project Identification and Design
6.
In the development sector, when does the project life begin?
During Project Identification and Design
7.
What is the easiest and most economical phase to make any project changes?
During Project Identification and Design
8.
What is a technique to validate data through verification from more than 2 sources?
Triangulation
9.
What are Bradshaw’s four types of needs?
1. Felt
2. Comparative
3. Normative
4. Expressed
10. When the Regional Director of Education tells you that the schools in his province lack updated curricula, he is
expressing a ____________ need.
Normative
11. When the farmers in a community mention that their corn production is 5 times lower than the production in the next
village, they are expressing a ____________ need.
Comparative
12. When a community that lacks potable water states that their most important need is to build a house of worship, they are
expressing a ____________ need.
Felt
13. What kind of data is cost effective and should be accessed first?
Secondary data
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14. What are some tools for primary qualitative data?
1. Brainstorming
2. Affinity diagrams
3. Focus Groups
4. Historical narratives
5. Timelines
6. Empowerment circles
7. Visioning
8. Locality Mapping
9. Semi structured interviews
10. Key informant interviews
11. Ranking exercises
15. What kind of data does a literature review provide?
Secondary
16. What are the risks of quantitative data gathering approaches?
Raises expectations; are costly
17. Before starting to collect data, what question should we ask?
How is this data going to be used? This will avoid unnecessary expense and unnecessary intrusion in the lives
of the communities we serve.
18. What is the logical framework or log frame?
An analytical tool used to plan, monitor and evaluate projects. It derives its name from the logical linkages set
out by the planner(s) to connect a project’s means with its ends.
19. Apart from the use of data during the Identification and Design Phase, when are the collection and analysis tools
especially useful?
• When expanding or changing the scope of an existing project
• When conducting monitoring and evaluation activities
• When completing learning activities during the End of Project Transition phase
20. What are the four levels of the PMD Pro log frame model?
1. Activities
2. Outputs
3. Outcomes
4. Goals
21. If the outcomes occur, what do they contribute to?
The goal of the project
22. The relationship between the elements on each level of the log frame illustrates the __________ logic that will result in
the achievement of the project’s ultimate goal.
Vertical
23. What is the horizontal logic of the log frame matrix defined by?
Assumptions
24. What is an indicator?
A quantitative measure or qualitative observation used to describe change.
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25. What is meant by SMART goals?
• Specific
• Measurable
• Achievable or attainable
• Relevant
• Time-bound
26. What does a decision gate process consist of?
A series of authorization points at various stages of the project.
27. When is the project governance established?
Project Initiation or Set Up
28. What is the correct sequence for the different phases in the PMD Pro Project Phase Model?
1. Identification and Design
2. Initiation or Set-up
3. Planning
4. Implementation
5. Monitoring, Evaluation and Control
6. End of Project Transition
29. What phase is continually present throughout the entirety of the PMD Pro Project Phase Model?
Monitoring, Evaluation and Control
30. During which phase of the PMD Pro Project Phase model do you communicate the launch of project activities to the
stakeholders who have interests in the intervention?
Initiation or Set Up
31. What should a project charter include?
Project purpose, project deliverables, high level project estimates (activities, schedule, budget, roles and skills
required to perform the necessary work), project risks, project tolerances, and project change control.
32. What are the PMD Pro principles of project management?
• Iterative
• Balanced
• Comprehensive
• Integrated
• Participatory
33. When a community is consulted on their needs and their resources, we are using the principle of ___________________.
Participatory needs assessment
34. Which principle best describes the Planning Phase during the project cycle?
Iterative
35. Are decisions related to budget independent of the scope of the project?
Yes
36. What is the iterative process of providing increasing levels of detail to the project implementation plan over time called?
Rolling wave
37. What are the technical skills that the Project Manager needs to apply to succeed during project implementation?
Manage issues, people, and internal controls
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38. The issue log is a tool to:
Summarize all the issues in a project and to identify who is responsible for addressing the issue.
39. Monitoring tracks _____________ while evaluation tracks ____________.
Outputs; outcomes
40. Is a monitoring and evaluation plan an example of an internal control system?
No
41. When is an ex-post evaluation done?
Sometime after the project has ended
42. Project tolerances define:
Performance limits within which the project manager can retain autonomy
43. Can the project manager make any changes any time during the project at his/her discretion?
No
44. After the project has ended and you replicate it with a new target area or population, which of the four transition
scenarios are you in?
Expansion
45. Can a project can be permanent as long as you obtain funding from a donor?
No – projects are always a temporary endeavor, having a beginning and an end.
46. If you are transferring the project or phasing it over to a local partner, which transition scenario are you in?
Termination
47. What is a simple, quick, and versatile learning activity that can be used to identify and record lessons and knowledge
arising out of a project?
Learning review
48. What are the Project Management Disciplines?
1. Scope Management
2. Time Management
3. Financial Management or Resource Management
4. Risk Management
5. Project Justification Management
6. Stakeholder Management
7. Supply Chain Management
49. The Project Management Disciplines are:
Cross-cutting with the project management phases
50. What is the difference between product scope and project scope?
Product Scope includes all the required deliverables of the project while the Project Scope includes all the
work required to deliver the product scope.
51. According to PMD Pro, failure to control project deliverable boundaries causes:
Scope creep
52. What are the two styles or formats of the Work Breakdown Structure (WBS)?
Graphic and Indented
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53. Is the log frame as detailed as the WBS?
No, the log frame is less detailed than the WBS.
54. Who should participate in creating a WBS?
• The project manager
• The project team
• The stakeholders
• The finance staff
55. What does activity sequencing accomplish?
Identifies the relationships that exists among the various scheduled activities.
56. What does the Schedule Development accomplish?
Creates a project schedule based on activities, sequences, durations, resources and schedule constraints.
57. What is the series of tasks that determines the minimum amount of time required to complete project activities called?
The critical path
58. Which issue management process does this statement describe? “Understanding the issue sufficiently to consider future
consequences of action plans designed to resolve it”.
Issue Analysis
59. What is the purpose of the Project Evaluation?
Determines the extent to which the project is contributing to the achievement of outcomes and goals.
60. What tool helps to strategize and plan for the sustainability of project goals and outcomes?
Transition Planning Matrix
61. What are the five elements of a full cycle of data collection carried out during monitoring?
Collection, review, summary, analysis, feedback
62. What are the six elements of a Monitoring System?
Indicators, schedule and budget, staff and partners, a full data cycle, data management, link to the next level
63. Which risk management strategy might include moving a project from one district to another because of concerns over
political uncertainty?
Avoidance
64. What is the correct hierarchical order of these WBS levels (from least decomposed to most decomposed):
• Work packages
• Components
• Sub components
• Tasks
65. What is the meaning of R in the SMART acronym?
Relevant
66. What is the primary consideration when selecting the most appropriate data collection methods for project monitoring,
evaluation and control?
Expected improvements in decision making because of better data
67. What step in the project scheduling process allocates the type and quantity of resources required to perform each
scheduled activity?
Completing the activity resource estimates
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68. What is the correct sequencing of project scheduling activities?
Definition, Sequencing, Resource Estimating, Duration Estimating – SCHEDULE DEVELOPMENT
69. According to the PMD Pro Guide, when should the detailed M & E plan be developed?
After the project is approved but before startup of the interventions
70. What is the purpose of a spider diagram?
Illustrates gaps between current (baseline) and desired (target) competencies over a period of time
71. What do you call an unresolved decision, situation or problem that will significantly impact a project?
Issues. Issues are risks that have become a reality.
72. What activities are associated with managing the project team in the project implementation phase?
1. Conduct performance assessments
2. Promoting a highly productive team environment
3. Acquiring project staff
73. According to the RACI Matrix, which person has the key role of carrying out the work required to achieve the task?
Responsible
74. What is the purpose of the RACI chart?
Clarifies stakeholders roles during implementation
75. What is the main purpose of a network diagram?
Identifies the amount of time required based on activities undertaken and resources available to complete
project activities.
76. Within the generic project cycle which phase is NOT expressly designed to inform and update through iterative
feedback loops?
Initiation
77. What are justifications for using iterative project planning?
• Continually provides insights and learning
• Increases and enhances the control that the project manager has over the project
• Ensures that the logic of the project remains accurate and up-to-date
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Important Definitions/Terms
The Critical Path is the series of tasks that determines the minimum amount of time required to complete project activities.
The Project Float is the amount of time that a task in a project network diagram can be delayed without causing a delay to the
project completion date.
Crashing refers to adding additional resources to the project to accelerate the progress of the schedule.
Fast Tracking refers to accelerating the project schedule by performing activities that would normally be completed in
sequence and instead completing them in parallel or at the same time.
Portfolio Management oversees the performance of the organization’s collection of projects and programs, and focuses on
selecting, initiating and managing the overall collection of projects in a way that addresses the strategic objectives of the
organization. It is NOT concerned with day to day project tasks.
Baseline is a factual point of reference or measurement about the conditions prior to the beginning of a project necessary to
serve as the basis for project monitoring, evaluation, and control.
Decision Gates are major control points used to conclude and accept the products for a particular phase of the project and to
move on to the next phase.
A Network Diagram identifies activities, the relationships of those activities, and the sequencing of project activities.
Venn Diagrams help analyze and illustrate the nature of relationships between key stakeholder groups. The size of the
circle helps indicate the relative power/influence of each stakeholder, while the spatial separation between the circles is
used to indicate the relative strength or weakness of the working relationship/interaction between the different groups.
The asset based approach or methodology seeks to uncover and highlight the strengths within communities and helps
reinforce or duplicate what is already in place and working.
A Project Logical Framework Matrix identifies the main elements of a proposed project and highlights the causal
relationship between them. The order of Logical Framework levels is as follows:
•
•
•
•
Goals
Outcomes
Outputs
Activities
Activities lead to Outputs, Outputs lead to Outcomes, and Outcomes lead to Goals.
Earned Value Analysis is a technique for measuring project performance and progress in an objective manner. It compares
the cost of each task with the progress made in the project.
A Gantt Chart is a bar chart that graphically represents the schedule of project activities.
A Concept Note is a high-level overview of a project written to solicit feedback before committing resources to develop an
expansive proposal.
A Project Proposal is a clear and concise offer that seeks approval from a potential funder for delivery of products and/or
services in response to donor requests or anticipated needs. Project Proposals are not intended to serve as comprehensive
planning documents.
Product Scope is the full set of features and functions that characterize project results. It occurs during the planning phase.
A Project Implementation Plan is a comprehensive and logical presentation of the detailed project model to help ensure it
will arrive on time, on scope, and on budget.
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A Project Charter is a document that describes the project at a high level of detail to create a common understanding of the
project parameters, and to authorize the Project Manager to begin work, and to document a shared commitment to the
project’s objectives and resources/activities required for its success. It takes place during the project set up phase.
Iteration is the act of repeating a process for a second, third or more times to achieve a desired goal, target or result.
Parametric estimating refers to using historical data from similar projects to establish estimates for project activities (relies
less on people and more on statistical data).
A Needs Assessment – process of gathering and collecting data based on people’s perception of need - a diversity of sources
are required to verify the information through triangulation.
A Problem Tree is a tool used in a problem-focused approach to defining need. Problem trees identify the core problem to
be addressed, the effects of the core problem, and the underlying issues / root causes that contribute to the current state.
A RACI chart is a tool used to clarify the roles of stakeholders. Its typical form is that of a matrix with a vertical axis (lefthand column) of tasks or deliverables, and a horizontal axis (top row) of roles. It derives its name from an acronym of the
four key roles most typically defined in the matrix (Responsible, Accountable, Consulted, Informed).
A Project Constraint Triangle represents the three principle elements that constrain a project: scope/quality, cost/resources,
and time/schedule.
An Objectives Tree identifies the potential interventions that could take place to ‘fix’ what is broken in the Problem Tree. In
an Objective Tree, each statement from the Problem Tree is transformed into a positive objective statement.
A Spider Diagram illustrates gaps between current (baseline) and desired (target) competencies over a period of time.
Logical framework assumptions define the horizontal logic of the Logical Framework Matrix, creating an ‘if-then’
relationship that maintains that if the assumptions in each level of the framework hold true then the project’s vertical
development pathway is likely to succeed.
A Process Map for Project Change Request is a resource for identifying and controlling the process for managing changes
to the project plan – includes levels of tolerance and authorities.
After Action Review refers to a simple, quick, and versatile learning activity that can be used to identify and record lessons
and knowledge arising out of a project.
Ex Post evaluations examine project impact at a defined period of time after project completion (sometimes a year after
official close).
A Work Breakdown Structure (WBS) is a hierarchical task list created by decomposing the project into components and
the breakdown of the project process into increasingly detailed tasks or smaller components (The two most common formats
are indented and graphic).
Rolling Wave Planning is an iterative process of providing increasing levels of detail to the project implementation plan
over a period of time.
An asset based approach is a methodology that seeks to uncover and highlight the strengths within communities as a means
for sustainable development.
Project tolerances help define performance limits within which different areas of the project can retain autonomy.
Monitoring generally relates to the two lowest levels on the Logical Framework: activities and outputs.
Project evaluation activities primarily correspond with the upper two levels of the logical framework outcomes and goals.
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Concepts
> Projects are differentiated from everyday business because they are temporary and have an end.
> The four project manager competency areas:
1.
2.
3.
4.
Technical
Leadership/Interpersonal
Personal/Self-Management
International Development Specific
> The Phases of the Project Life Cycle
1.
2.
3.
4.
5.
6.
Project Identification and Design
Project Initiation
Project Planning
Project Implementation
Project Monitoring, Evaluation and Control
End-of-Project Transition
> A Monitoring and Evaluation Plan usually includes:
1. What indicators are being monitored and evaluated?
2. What information is needed to track the indicator?
3. What are the sources of the information?
4. What data collection methods are appropriate?
5. Who will collect the information?
6. How often will it be collected?
7. Who will receive and use the results?
The primary consideration when selecting data collection methods should be the usefulness of the data to help
project decision making.
> 4 End of Project Transition scenarios:
•
•
•
•
Project Termination: The project is formally ended and all project closure activities completed
Project Extension: Negotiation of added time to finish the project (could be at additional or “no” cost)
Project Expansion: Identification of elements for replication with a new target area of population
Project Redesign: Continuation via a new phase with modified interventions or activities
> Bradshaw’s 4 levels of needs:
Normative needs are defined by the observations of experts, professionals and consultants who implicitly or
explicitly compare the current situation to a set of professional or expert standards. For example, a local doctor
might advocate for sewage connections to improve hygiene in a community.
Comparative needs are defined by comparing the differences in people’s access to resources. This approach
recognizes that that need is a relative concept and so any debate about need must take place in the context of a
comparison between people. For example, members of fishing cooperative may observe that the fish stocks are
higher in a nearby town with sanitation facilities.
Felt needs are defined by the individual’s or the community’s own perception of need and any discrepancy between
their situation and what they believe it ought to be. A felt need is likely to be subjective and could be better
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described as a ‘want’. Felt need is necessarily affected by the knowledge and expectations of the individual, which
may be unrealistic and/or unaffordable. For example, mothers might express displeasure with the mess and sickly
conditions that result from lack of hygienic sanitation – but might be unaware of alternatives that exist to change the
current state.
Expressed needs are defined as a felt need that has become a demand from an individual or a community.
Expressed needs refer to what can be inferred about community needs by observation of the community's use of
services (like long waiting lists). For example, families might not only be displeased by the mess and sickly
conditions that result from lack of hygienic sanitation but are now beginning to adopt systems to dispose of
household waste (latrines) and refuse (garbage pits).
Examples:
1. Felt: community representative says that they dream with a new school
2. Normative: teacher states that he has 45 students but only desks for 38 and materials for 22
3. Comparative: community says that their current school is half the size of the school in the neighboring
community
4. Expressed: children sitting on the floor in the classroom because of lack of desks
Qualitative data: direct and in-depth interaction with participants, rich and detailed data.
Quantitative data: objective, reliable, allows generalization
Within Governance structure
•
•
Authority: who has the power to make decisions and within what tolerance levels
Accountability: who is accountable for the success of the project
> Kinds of stakeholders:
1.
2.
3.
4.
5.
6.
Users
Governance Stakeholders
Providers
Influencers
Dependents
Sustainers
A Stakeholder analysis matrix elaborates on the characteristics, interests, and capacity and potential actions of
project stakeholders.
> RACI Chart:
Responsible: A Responsible includes those who do the work to achieve the task. For each task there is typically one
role that is the lead in completing the work, although others can be delegated to assist in the work, if
required.
Accountable: An Accountable must approve (sign off) the work that the Responsible person provides. There must
be only one Accountable person specified for each task or deliverable.
Consulted: Those whose opinions are sought; and with whom there is two-way communication
Informed: Those who are kept up-to-date on progress, often only on completion of the task or deliverable; and with
whom there is just one-way communication
The change control process: provides a method through which the project management plan, the project scope
statement, and other project documents can be carefully maintained through deliberately managing changes – either
by rejecting changes or by approving changes so those approved changes are incorporated into a revised baseline. A
change request document is a good way to keep track of them.
Assumptions: Hypotheses about necessary conditions, both internal and external, identified in a design to ensure
that the presumed cause-effect relationships function as expected and that planned activities will produce expected
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results get copied directly from the logical framework matrix into the monitoring and evaluation plan.
> Risk and the Project Cycle
Early in the project life cycle, risk probability (the likelihood a risk will occur) is higher, mainly due to the number
of unknown factors and uncertainties that exist. As the project moves through the life cycle, however, risk
probability decreases as the number of uncertainties and unknown factors diminish. Risk probability is inversely
related to the progression of time.
While risk probability is higher during the early phases of projects, the impact of risk is likely to be less severe at
that time. As the project moves into the later phases, the impact of risk becomes much more serious. As time passes,
significant resources have likely been already sunk into the project. Furthermore, there is less flexibility in dealing
with risk later in the project, and more resources may be needed to resolve problems.
> Different ways to manage risk:
•
•
•
•
Risk Avoidance: Do not do (or do in a different way) some portion of the scope.
Risk Transference: Shift (or share) the risk for some aspect of the project to or with another party
(insurance).
Risk Reduction/Mitigation: Act to reduce the probability and/or impact of a potential risk.
Risk Acceptance: If the perceived probability and impact risk is assessed as reasonable, an organization can
choose not to take action.
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