Projects can intersect with operations at various points during the product life cycle to exchange deliverables and knowledge. (Ref.: PMBOK Guide page 16)

The development of the project management plan is iterative and allows estimation at a more detailed level according to availability of information. It is also frequently used in adaptive or agile life cycles. (Ref.: PMBOK Guide page 185, 666)

Competing project constraints include, but are not limited to scope, quality, schedule, cost (according budget), resources, and risk.Focus groups is a method to gather expectations and information. (Ref.: PMBOK Guide page 542)

A primary function of The PMO is to support project managers but not to give projects a strategic direction. (Ref.: PMBOK Guide page 48)

A process is defined as a series of activities directed towards causing an end result such that one or more inputs will be acted upon to create one or more outputs. (Ref.: PMBOK Guide page 714)

Projects are typically authorized as a result of one or more strategic considerations and market demand is one of them. (Ref.: PMBOK Guide page 78)

A program is defined as a group of related projects managed in a coordinated way to obtain benefits not available from managing them individually. (Ref.: PMBOK Guide page 11)

Portfolio management focuses on ensuring the portfolio is performing consistent with the organization’s objectives and evaluating portfolio components to optimize resource allocation. (Ref.: PMBOK Guide page 543)

The project manager, the project team and other stakeholders are responsible for determining what is appropriate for any given project. (Ref.: PMBOK Guide page 2)

Temporary does not typically apply to the product, service, or result created by the project. (Ref.: PMBOK Guide page 5, 55)

To be most effective, project managers need to have a balance of these three skill sets. Power is not a skill. (Ref.: PMBOK Guide page 57)

Program management focuses on the project interdependencies and helps to determine the optimal approach for managing and realizing the desired benefits. (Ref.: PMBOK Guide page 14)

Senior Management usually is responsible for approval and authorization of the project but usually is not part of the project team. (Ref.: PMBOK Guide page 53)

Stakeholders are all persons or organizations who are actively involved in the project or whose interests may be positively or negatively affected by the performance or the completion of the project. (Ref.: PMBOK Guide page 723)

For projects with more than one phase, there may be two basic relationships – sequential, iterative and overlapping. (Ref.: PMBOK Guide page 19)

A project managers role in a strong matrix organization is characteristically full-time. (Ref.: PMBOK Guide page 47)

A project manager is responsible for the objectives laid down in the projects project charter. Strategic goals are in the accountability of the company management. (Ref.: PMBOK Guide page 16)

Operations management is concerned with the ongoing production of goods and/or services. (Ref.: PMBOK Guide page 16)

Program managers are responsible for managing related projects in a coordinated way to obtain benefits and control not available from managing them individually. (Ref.: PMBOK Guide page 11)

Stakeholder influence, risk, and uncertainty are greatest at the start of the project and decrease as the project progresses. (Ref.: PMBOK Guide page 549)

A phase end represents a point to reassess activities and to change or terminate the project if necessary. (Ref.: PMBOK Guide page 21)

The organizational structure is an enterprise environmental factor, which can affect the availability of resources and influence how projects are conducted. (Ref.: PMBOK Guide page 47, 83)

Project management processes are grouped into five categories known as Initiating, Planning, Executing, Monitoring and Controlling, and Closing process groups. (Ref.: PMBOK Guide page Annex A1, p. 90)

The project’s success is directly influenced by active stakeholder involvement in the discovery and decomposition of needs into project and product requirements. (Ref.: PMBOK Guide page 140)

The output of one process generally becomes an input to another process or is a deliverable of the project or phase. (Ref.: PMBOK Guide page 555)

Rolling wave planning is an iterative planning technique. „Rolling wave planning“ is a form of progressive elaboration. (Ref.: PMBOK Guide page 185)

The outputs of the Initiating Project Management Process Group processes are Project charter, Assumption log, Stakeholder register, Project Management plan updates, and project documents updates. (Ref.: PMBOK Guide page 563)

Involving the sponsors, customers, and other stakeholders during initiation creates a shared understanding of success criteria, reduces the overhead of involvement, and generally improves deliverable acceptance, and other stakeholder satisfaction. Measurable success criteria often are documented in the project charter. (Ref.: PMBOK Guide page 155)

Projects are undertaken based on a decision regarding feasibility and this takes into account initial project scope statement, deliverables, project duration, and a forecast of the resources for the organization’s investment analysis. (Ref.: PMBOK Guide page 77, 213,)

Planning and documentation are iterative and ongoing activities. (Ref.: PMBOK Guide page 565)