Explanation:
While it is crucial for a project manager to have the ability to negotiate, influence, and solve problems, the T&T category of interpersonal and team abilities is the one that shows 20 times in the ITTO chart alone (the term appears 75 times in PMBOK Guide v6). In fact, the T&Ts listed under interpersonal and team skills include influence and bargaining. Another T&T that appears twice in the PMBOK Guide v6 ITTO chart is problem-solving.
Explanation:
Processes for project authorization, execution, knowledge management, change approval, integration of all M&C processes, and project closure are all included in project integration management.
Explanation:
Each phase of a project life cycle that uses a phased method must proceed through all five process groups, from initiating to closing. Phases may overlap, and you may start the project and every phase mentioned simultaneously. A phase gate review could also be part of closing. Any response that does not list each of the 5 process groups is incorrect.
Explanation:
The customer requested the new component, which led to the start of this project.
Explanation:
Project management is described in the PMBOK Guide as the process of applying knowledge, skills, tools, and techniques to project activities in order to achieve project requirements.
Explanation:
"A project is a temporary activity intended to generate a unique product, service, or outcome," according to the PMBOK. Projects never remain active. They may be a little repetitious, but there must always be a distinctive result.
Explanation:
In contrast to Matrix organizations, where the project manager and functional manager split responsibilities, a projectized organization provides the project manager complete control over resources, budgets, and timelines. There is no such thing as a "functional matrix," and functional organizations give the functional manager control.
