Full Transcript
https://www.youtube.com/watch?v=fvzel6Z1L7g
[00:00] Hi everyone. Welcome back to this series.
[00:02] Hi everyone. Welcome back to this series on PMP practice questions from the PMBOK Guide 8th Edition.
[00:05] This is where we go through the PMBOK Guide 8th Edition from start to finish using PMP style questions, which is just such a wonderful way to learn how to answer the questions and also reading through the guide essentially by answering those questions.
[00:20] So, let's get into it.
[00:22] We're starting to get into the bulk of the PMBOK Guide and we're getting into harder questions now.
[00:25] You're managing a large infrastructure project at Granite Works Engineering.
[00:30] You've conducted a kickoff meeting with the project team and multiple team leads have provided their high-level strategies.
[00:39] You want to put these in a document that can change and configure over time.
[00:44] What will you do next?
[00:47] Okay. Can we create the configuration management plan?
[00:50] Well, we've got configure here and the configuration management plan, but what are we trying to do?
[00:55] High-level strategies.
[00:58] So, the project charter is a high-level document.
[00:59] It has our high-level scope, schedule, and budget,
[01:03] high-level scope, schedule, and budget, and some some milestones, and the key stakeholders.
[01:06] So, it's really a high-level document to initiate the project.
[01:11] But, when everyone's providing their inputs, their strategies, so scope management, the quality management plan, the risk management plan, all of our project management team providing those inputs, that we collate into one document, and that is the project management plan.
[01:29] So, I think we've got a few tricks here. We can change it and configure it, but we're not doing the configuration management plan.
[01:35] That's for version control, and we're not doing the change management plan.
[01:39] That's our change management approach. So, how are we going to do our process for change control?
[01:47] When we're collating all of our strategies, that is our project management plan.
[01:49] So, let's go with answer B. Okay. Wow. So, a little bit more tricky already, which is good to see.
[01:58] The project management plan specifies how the project will be executed, monitored, and controlled, and closed.
[02:02] And we're getting into page 18
[02:05] Closed.
[02:05] And we're getting into page 18 and 19 of the PMBOK Guide 8th Edition.
[02:07] And 19 of the PMBOK Guide 8th Edition, integrate and align our project plans.
[02:11] Integrate and align our project plans.
[02:11] So, we're into the planning phase of our project.
[02:13] So, we're into the planning phase of our project.
[02:16] Next question.
[02:16] A project team at Redwood Industrial Systems is preparing to acquire specialized components.
[02:18] At Redwood Industrial Systems is preparing to acquire specialized components.
[02:20] Preparing to acquire specialized components.
[02:20] They're defining evaluation criteria, contract types, and deciding whether to build internally or outsource the work.
[02:23] Components.
[02:23] They're defining evaluation criteria, contract types, and deciding whether to build internally or outsource the work.
[02:26] Criteria, contract types, and deciding whether to build internally or outsource the work.
[02:29] Whether to build internally or outsource the work.
[02:29] All right, so this is going to be our biggest clue here, and I can already tell where this one is going.
[02:30] The work.
[02:30] All right, so this is going to be our biggest clue here, and I can already tell where this one is going.
[02:33] Be our biggest clue here, and I can already tell where this one is going.
[02:35] Already tell where this one is going.
[02:35] No vendors have been contacted yet.
[02:37] What should the project manager do next?
[02:40] Okay, do we issue procurement documents and request proposals from vendors?
[02:42] And request proposals from vendors?
[02:44] Yes, I mean, that's technically, that's a good idea.
[02:46] Technically, that's a good idea.
[02:46] We do want to do that.
[02:48] We do want to do that.
[02:48] We haven't contacted anyone yet, so we could go with that approach.
[02:49] So we could go with that approach.
[02:49] Let's put that as a maybe.
[02:51] Let's put that as a maybe.
[02:51] Do we evaluate vendor proposals and select the best supplier?
[02:54] Proposals and select the best supplier?
[02:57] Well, we haven't sent anything out yet, so that's definitely a no.
[02:58] So that's definitely a no.
[02:58] Develop the sourcing strategy to include make or buy decisions.
[03:01] Develop the sourcing strategy to include make or buy decisions.
[03:04] Sourcing strategy is our plan
[03:08] Decisions. Sourcing strategy is our plan for how we're going to manage.
[03:09] For how we're going to manage procurements and vendors and third.
[03:11] Procurements and vendors and third parties. And make or buy decisions are.
[03:14] Parties. And make or buy decisions are whether we do it in-house and build it.
[03:16] Within the company, or whether we buy it.
[03:18] From one of those vendors or those sellers. So, that actually looks.
[03:20] Sellers. So, that actually looks perfect. I think that's probably going.
[03:22] Perfect. I think that's probably going to be our answer. Let's check the last.
[03:23] To be our answer. Let's check the last one just in case. Advertise the.
[03:25] One just in case. Advertise the opportunity to gather additional.
[03:27] Opportunity to gather additional vendors. That's also a pretty good.
[03:30] Vendors. That's also a pretty good answer. So, we definitely do want to do.
[03:31] Answer. So, we definitely do want to do that, but before we do any of those.
[03:34] That, but before we do any of those things, we need to decide whether we're.
[03:36] Things, we need to decide whether we're outsourcing the work in the first place.
[03:38] Outsourcing the work in the first place. So, let's go with answer C. Okay.
[03:41] So, let's go with answer C. Okay, excellent. The plan sourcing strategy.
[03:44] Excellent. The plan sourcing strategy process entails documenting project.
[03:46] Process entails documenting project sourcing decisions, specifying the.
[03:49] Sourcing decisions, specifying the source selection approach, how are we.
[03:50] Source selection approach, how are we going to select our vendors? Is it by.
[03:53] Going to select our vendors? Is it by the best cost, the best quality, maybe.
[03:55] The best cost, the best quality, maybe the best reputation, maybe the longest.
[03:58] The best reputation, maybe the longest running in business, many different.
[04:01] Running in business, many different things that we could put in there.
[04:02] Things that we could put in there. Determining the scope of the work for.
[04:04] Determining the scope of the work for external sourcing with our statement of.
[04:06] External sourcing with our statement of.
[04:08] external sourcing with our statement of work or our scope of work SOW, and work or our scope of work SOW, and selecting the appropriate contracts and sources for delivering the work.
[04:15] These include make or buy decisions.
[04:17] And this is from the PMBOK Guide 8th Edition, page 19 and 20, plan sourcing strategy.
[04:23] So, as we're going through our plan and collating all these things and putting them together, we're going to figure out whether we're doing it in-house or we're buying it from a vendor.
[04:30] Wonderful, wonderful stuff.
[04:33] All right, let's check the next question.
[04:35] A project requires outsourcing specialized engineering work.
[04:40] Multiple vendors have expressed their interest in submitting a proposal, but each have different ideas on what the project is about.
[04:47] What should the project manager do?
[04:49] Now, in order to get everyone on the same page, do you know what we do?
[04:55] Usually, we will There's a few different things.
[04:57] We've got here clarify the source selection criteria.
[05:01] Now, this is for how we're going to select a vendor.
[05:04] Is it by the best cost?
[05:06] Again, is it by the one
[05:08] The best cost? Again, is it by the one who can deliver the fastest?
[05:11] We get to who can deliver the fastest? We get to decide.
[05:14] It's our criteria. But, that is not going to be what the project is about.
[05:16] So, do we perform a make or buy analysis?
[05:19] Well, that's whether we're outsourcing in the first place, so that's a no as well.
[05:22] Do we use advertising for the proposal?
[05:25] This is where we advertise and make sure that everyone knows that we're um putting this offer out there for people to do the work, and that way people can't come back later and say, "Well, I didn't know about it, so it wasn't a fair proposal."
[05:38] Now, we've advertised and everyone can see, but that's not what the project is about either.
[05:42] What the project is about is conducting a bidder conference, getting all of the sellers together, and explaining what the project is about so everyone is on the same page.
[05:54] That is our bidder conference. Let's go with answer A.
[05:55] Wonderful, wonderful stuff. A bidder conference ensures all prospective sellers receive the same information and clarifications.
[06:02] Page 19 and 20 under plan sourcing strategy in
[06:09] And 20 under plan sourcing strategy in the PMBOK Guide 8th edition.
[06:11] And also the PMBOK Guide 8th edition.
[06:11] And also page 265 under bidder conferences.
[06:14] So, page 265 under bidder conferences.
[06:15] So, you'll notice that there are some key concepts in the end of the PMBOK Guide.
[06:18] So you can always go straight there to look at those definitions.
[06:22] That's really, really great.
[06:24] And also really great is we're getting through these questions so you're doing a great job.
[06:27] And let's see what we've got coming up next.
[06:31] Irene is preparing a large infrastructure project at West Core Development.
[06:35] Different teams propose conflicting approaches for acquiring materials and services causing delays in procurement planning.
[06:40] Irene needs to align the overall approach including contract types and supplier selection methods.
[06:47] What should she do?
[06:50] Now, supplier selection methods, what's that?
[06:53] That's our sourcing strategy or our source selection strategy.
[06:55] So, I don't actually see that in here but what else is our process?
[07:01] Remember, anytime we see a process or a plan for doing things, it's uh one of our planning documents.
[07:09] It's uh one of our planning documents.
[07:12] So, planning our scope is the scope management plan.
[07:15] Our schedule process is our schedule management plan.
[07:17] And for our source selection and how we're going to do that, that is our source sourcing strategy plan.
[07:23] There we go.
[07:25] That looks like the one.
[07:27] I think that's probably going to be it but let's have a look.
[07:28] Do we develop the project bid documents?
[07:30] Well, that's not going to tell us how we do things so that's a no.
[07:32] Make or buy analysis is whether we're selecting procurements or vendors in the first place.
[07:38] And developing the statement of work is the scope that we want them to deliver our SOW.
[07:43] So, that is also a no.
[07:47] We definitely want answer D.
[07:50] Wonderful, wonderful stuff.
[07:52] Plan sourcing strategy documents, sourcing decisions, and defines the source selection approach.
[07:58] So, how are we getting this vendor?
[08:00] How are we managing the vendor?
[08:02] What is all of our process for doing that?
[08:04] And that's in the PMBOK Guide page 20, plan sourcing strategy, and page 141 under
[08:09] Sourcing strategy, and page 141 under the sourcing strategy plan if you want.
[08:12] The sourcing strategy plan if you want to get more information about the plan.
[08:15] To get more information about the plan itself.
[08:17] Excellent work.
[08:17] All right, we're really getting through this, so you're doing a great job.
[08:18] Ricky is planning a manufacturing project at Trade Corporation.
[08:20] A critical component can be produced internally or sourced from a specialized supplier.
[08:22] There is pressure from internal stakeholders to begin work as quickly as possible, and there is limited budget for additional items.
[08:37] What will Ricky do next?
[08:40] Okay.
[08:40] Uh this is really good because we're getting we're really getting into procurement and a source selection, and it seems like that's where we are in the PMBOK Guide.
[08:47] So, it could be produced internally or sourced from a specialized supplier.
[08:49] So, what do we do under those circumstances?
[08:52] We already know the answer to this one.
[08:54] Is it develop the procurement management plan?
[08:56] That's our process for procurements, so that's a no.
[08:58] Conduct a cost-benefit analysis.
[08:59] You know what?
[09:01] That's actually pretty good, but that will tell us whether the costs outweigh the benefits for certain.
[09:11] outweigh the benefits for certain approaches.
[09:14] That's actually a pretty good answer, but is it the best answer here?
[09:18] Do we issue the requests for proposal?
[09:20] Well, we're going to do that once we've decided that we want to do it internally or with a vendor, and the best way to decide is with our make-or-buy analysis.
[09:27] So, let's go with answer C.
[09:30] Excellent.
[09:30] All right.
[09:33] And it's good that we got some clues from other questions.
[09:36] You'll find that when you're taking the real PMP exam.
[09:39] If you get stuck on a question, flag it for later and you might get clues from future questions and then you can come back and answer it a bit more easily.
[09:48] So, that's a nice way to do it.
[09:50] Make or buy analysis is a decision-making process that gathers and analyzes product requirements against alternatives including internal production or external purchase.
[10:02] And here we are in the PMBOK Guide 8th Edition page 19 and 20 under plan sourcing strategy and page 180 under make or buy analysis.
[10:11] And I don't know about you, but I think we've
[10:12] don't know about you, but I think we've covered sourcing, selection, and procurements pretty well in these last couple of questions.
[10:19] So, I hope we're moving on soon.
[10:20] But let's have a look and see what we've got.
[10:22] Aiden is managing a facilities upgrade at CM Holdings.
[10:25] The project requires standard electrical components with clearly defined specifications and multiple suppliers are available at different price points causing confusion and delays in the selection process.
[10:38] What should he do?
[10:40] Well, my dream of us moving on from procurements is not coming true, but what is coming true is we've got clearly defined specifications and we've got multiple suppliers at different price points.
[10:51] So, here's what we do with our requests for proposal information and quote.
[10:56] If it's really complex and we need them to propose a solution, then we use a request for proposal.
[11:04] If we just need more information about what the vendor can do, so we don't really know, we're going to put out a request for information
[11:13] To put out a request for information just to gather that information.
[11:16] Now, if everything is standard and we really just need a price, so it's pretty straightforward, we're going to issue a request for quote.
[11:22] I think that's where we're going here, but let's check letter A just in case.
[11:26] Conduct a bidder conference.
[11:29] Remember what bidder conferences do?
[11:30] That helps us get all of our vendors on the same page with what we're delivering and I don't think that's applicable here.
[11:37] It's the clearly defined specifications with multiple suppliers.
[11:39] So we're going to issue a request for quote.
[11:44] Answer D.
[11:47] Excellent.
[11:47] All right, an RFQ is used when price is the main factor in deciding and the proposed solution is readily available and that is really handy to know.
[11:58] PMBOK Guide 8th Edition page 20, plan sourcing strategy and 248 under request for quote.
[12:05] Now, can we finally move on from procurements?
[12:08] I hope so.
[12:10] Let's see what we've got next and maybe we're moving more into the actual planning of our
[12:14] More into the actual planning of our project.
[12:16] I hope so anyway.
[12:16] Rena is executing a warehouse automation project at Gridline Logistics.
[12:21] Several modifications have been requested throughout the project and now there's confusion about what should be implemented and in what sequence.
[12:26] What will Rena do next?
[12:30] Okay, so several modifications have been requested.
[12:33] Key phrases here, keywords.
[12:36] We've got modifications and changes and when are we going to do them?
[12:41] So is it something about the schedule?
[12:43] Well, we don't see anything about the schedule here.
[12:47] Uh so do we review the scope statement?
[12:49] Well, the scope statement is part of our scope baseline and this is something that's locked in place.
[12:55] So if we've made some changes then it may not reflect all of those changes yet.
[12:58] So I'm going to put that as a low maybe for now.
[13:03] Do we look at the issue log?
[13:06] Well, that's for any issues that have come up.
[13:08] So that's not really about changes.
[13:10] Review the risk register.
[13:12] Remember, issues have
[13:15] Risk register.
[13:18] Remember, issues have happened and risks could happen in the future.
[13:21] So I think these have already been requested.
[13:23] They're not really something that's going to happen in the future.
[13:25] So it's not for our risk register.
[13:26] Really, what we want is to review those changes in the change log
[13:28] and to see their order that we want to deliver them in.
[13:30] Once we've uh put them in the change log and they've been approved as well,
[13:36] gone through the change control process, then we're actually going to update our scope statement.
[13:41] So, we're going to review our scope baseline and and have a new scope baseline based on all of those changes.
[13:50] But, if there's confusion, we need to check that change log, see what those changes were and when they're going to be made.
[13:54] So, let's go with answer B.
[13:57] And there it is.
[13:58] And as you can see, sometimes there are two answers and they may not even be the best answers that we really want to take.
[14:03] But, we need to choose the most correct answer out of both of these.
[14:07] So, managing uh project execution involves leading and performing work defined in the plan and implementing approved changes to meet objectives, ensuring deliverables meet
[14:17] objectives, ensuring deliverables meet scope requirements.
[14:20] Now, we're on page 22 of the PMBOK Guide 8th Edition under manage project execution and page 116 under the change log.
[14:29] So, we'll get into this in a little bit more detail, I think, the change control process for normal predictive projects.
[14:35] It's really handy to know and you'll probably see a few questions on this on the real PMP exam.
[14:39] All right, let's see what we've got next.
[14:41] You're managing a production system upgrade at Iron Works Manufacturing.
[14:45] During execution, your team is delivering outputs, implementing approved changes, here we are again, and tracking performance data.
[14:55] A stakeholder raises concerns about the consistency and reliability of the outputs being produced.
[14:59] What are we going to do?
[15:01] Okay, consistency and reliability, is it something around project quality or the product quality?
[15:08] Let's have a look.
[15:10] Do we reassess the scope and quality plans to improve output consistency?
[15:13] Remember what our plans are.
[15:16] They're our process. So, our
[15:19] Plans are. They're our process. So, our scope process and quality process.
[15:23] Scope process and quality process. That could work. So, we're reassessing our process to see if everything is being done according to those processes, maybe.
[15:32] I'd put that as a as a high maybe for now. Do we ensure that the deliverables are produced according to the defined scope baseline?
[15:38] Hey, we were just talking about this. So, I think this actually could be a good one. Remember our all those changes will go back into the scope statement, which is part of our scope baseline.
[15:49] Just to quickly, do you know what's in the scope baseline? It's our scope statement, so our high-level description and our features list. Then, it's our work breakdown structure, so we break it down. Then, it's our work breakdown structure dictionary, so we add information on duration and cost and resources to those items. And then, it's our list of work packages, which is usually the lowest level of our work breakdown structure, unless we're taking it down to the activity level, which is really the smallest level we'd ever go.
[16:21] really the smallest level we'd ever go to in our work breakdown structure.
[16:23] So, that is our scope baseline.
[16:26] Anyway, according to that, I think that's going to be a good one.
[16:27] Raise these concerns with the steering committee.
[16:29] Typically, we don't want to escalate if we can help it, so let's put a no.
[16:30] And complete full analysis of the quality risks being raised.
[16:35] Also a decent option, but what's the fastest and best and most direct approach?
[16:41] Let's go with answer B.
[16:43] Excellent.
[16:46] All right, the manage project execution process involves leading and performing the work defined in the project management plan and implementing those changes to meet the project objectives.
[16:50] Under page 22 and 23 in the PMBOK Guide 8th Edition, manage project execution.
[16:59] And we're really getting through the PMBOK Guide.
[17:02] I feel like I'm reading it as we go.
[17:04] I'm certainly learning a few things here or there, which is really, really nice.
[17:07] And we've only got a couple of questions to go in this section, so great job for getting through it.
[17:09] Two to go.
[17:11] Let's see what we've got.
[17:12] A project team at CD Solutions is developing a customer
[17:22] Solutions is developing a customer analytics platform.
[17:24] Midway through execution, a security officer reports unauthorized access to sensitive project data.
[17:34] Okay. This could cause issues with deliverables in the future.
[17:37] What should the project manager do first?
[17:39] Now, we've spoken about this a little bit.
[17:41] Issues have happened and risks could happen in the future.
[17:45] Now, this is a little bit confusing because the unauthorized access has happened, but it could cause issues to deliverables in the future.
[17:57] So, that might be a risk.
[18:00] Uh but again, if it's already happened, for me, it's probably more of an issue.
[18:02] So, oh, and the first one is noted in the issue log.
[18:06] That's going to be a strong contender.
[18:09] I I don't think we're going to go with risk.
[18:10] I'd start with issue log first.
[18:12] And then, do we brainstorm ways to handle the security breach with the team?
[18:17] That is a great answer, but first, we need to note it in the issue log so that we can manage it.
[18:24] The issue log so that we can manage it.
[18:25] We're definitely going to do this, but a little bit later.
[18:27] Do we escalate the breach to senior managers within the organization?
[18:32] Again, try and avoid escalation unless it's definitely outside of our authority.
[18:34] So, that's a definite no in this case.
[18:36] For our purposes, let's note it in the issue log first.
[18:38] Answer A.
[18:41] When a problem has already occurred, it's treated as an issue.
[18:43] The issue log is used to document, track, and manage issues before further action is taken.
[18:47] That's very handy to know.
[18:50] PMBOK Guide 8th Edition, page 22 and 23, Manage Project Execution, and page 123 under the issue log.
[18:53] And again, at the end of the PMBOK Guide, you've got those definitions.
[18:55] So, page 123 is where you can find the issue log definition.
[18:58] Wonderful stuff.
[19:01] You're at the last question of this section.
[19:04] Let's get into it and see what we've got.
[19:06] Omar is managing a pharmaceutical packaging project at NCL.
[19:09] Quality inspections repeatedly identify defects caused by inconsistent procedures across
[19:26] caused by inconsistent procedures across shifts leading to rework and delays.
[19:29] shifts leading to rework and delays. Omar wants to address the underlying cause and improve consistency moving forward.
[19:33] cause and improve consistency moving forward. So, what should Omar do next?
[19:35] forward. So, what should Omar do next? Okay, we've got procedures, which is all of our plans, and then we've got addressing the underlying cause, which is usually root cause analysis.
[19:37] Okay, we've got procedures, which is all of our plans, and then we've got addressing the underlying cause, which is usually root cause analysis.
[19:39] which is all of our plans, and then we've got addressing the underlying cause, which is usually root cause analysis.
[19:41] we've got addressing the underlying cause, which is usually root cause analysis.
[19:44] cause, which is usually root cause analysis. So, let's see what we've got here. Do we update the team's work instructions?
[19:46] analysis. So, let's see what we've got here. Do we update the team's work instructions?
[19:48] here. Do we update the team's work instructions? Well, that would be their processes and procedures. That's actually a pretty good answer. So, we could definitely do that. Let's put that as a high maybe for now. Implement check sheets.
[19:51] instructions? Well, that would be their processes and procedures. That's actually a pretty good answer. So, we could definitely do that. Let's put that as a high maybe for now. Implement check sheets.
[19:53] processes and procedures. That's actually a pretty good answer. So, we could definitely do that. Let's put that as a high maybe for now. Implement check sheets.
[19:55] actually a pretty good answer. So, we could definitely do that. Let's put that as a high maybe for now. Implement check sheets.
[19:57] could definitely do that. Let's put that as a high maybe for now. Implement check sheets. Now, check sheets are where we're checking off items that have actually happened.
[19:59] as a high maybe for now. Implement check sheets. Now, check sheets are where we're checking off items that have actually happened.
[20:02] sheets. Now, check sheets are where we're checking off items that have actually happened. Key terms here. So, checklists are like prompt lists.
[20:04] we're checking off items that have actually happened. Key terms here. So, checklists are like prompt lists. That would be more of a process, would be a checklist.
[20:07] actually happened. Key terms here. So, checklists are like prompt lists. That would be more of a process, would be a checklist. But, a check sheet is like a tally sheet.
[20:10] checklists are like prompt lists. That would be more of a process, would be a checklist. But, a check sheet is like a tally sheet. So, we might be tallying items as they come off the conveyor belt or tallying features as they're developed or tallying defects as they occur.
[20:12] would be more of a process, would be a checklist. But, a check sheet is like a tally sheet. So, we might be tallying items as they come off the conveyor belt or tallying features as they're developed or tallying defects as they occur.
[20:15] checklist. But, a check sheet is like a tally sheet. So, we might be tallying items as they come off the conveyor belt or tallying features as they're developed or tallying defects as they occur.
[20:18] tally sheet. So, we might be tallying items as they come off the conveyor belt or tallying features as they're developed or tallying defects as they occur.
[20:21] items as they come off the conveyor belt or tallying features as they're developed or tallying defects as they occur.
[20:23] or tallying features as they're developed or tallying defects as they occur. So, for our purposes, we might
[20:25] developed or tallying defects as they occur. So, for our purposes, we might
[20:28] occur. So, for our purposes, we might use this to identify the defects, but
[20:31] use this to identify the defects, but we're not going to use it to identify
[20:33] we're not going to use it to identify the underlying cause unless we do a bit
[20:35] the underlying cause unless we do a bit more analysis. So, it's close. I do like
[20:38] more analysis. So, it's close. I do like it. Let's see what else we have. Assign
[20:40] it. Let's see what else we have. Assign a quality lead. We definitely could do
[20:42] a quality lead. We definitely could do that, but typically, as we're going
[20:45] that, but typically, as we're going through PMP questions, try not to add
[20:48] through PMP questions, try not to add resources or cost if we can help it. If
[20:51] resources or cost if we can help it. If we absolutely need to, then do it. But,
[20:53] we absolutely need to, then do it. But, in this case, I think we might have
[20:54] in this case, I think we might have other options. So, let's put a no. Do we
[20:57] other options. So, let's put a no. Do we apply process analysis and improvement?
[21:00] apply process analysis and improvement? Now, we're starting to talk. This is the
[21:02] Now, we're starting to talk. This is the closest thing we've got to root cause
[21:04] closest thing we've got to root cause analysis. And just a quick one for you,
[21:07] analysis. And just a quick one for you, what is root cause analysis? What are
[21:09] what is root cause analysis? What are the tools that we're going to use? There
[21:11] the tools that we're going to use? There are two key tools. One is the five whys
[21:15] are two key tools. One is the five whys and another one is an Ishikawa diagram,
[21:18] and another one is an Ishikawa diagram, also known as a cause and effect
[21:20] also known as a cause and effect diagram. So, if you ever see these two
[21:22] diagram. So, if you ever see these two things, those are our root cause
[21:23] things, those are our root cause analysis tools, but it's spelled it out
[21:26] analysis tools, but it's spelled it out pretty plainly for us here, so let's go
[21:27] pretty plainly for us here, so let's go with the answer D. There we are. Manage
[21:30] with the answer D. There we are. Manage quality assurance implements planned and
[21:33] quality assurance implements planned and systematic activities from the quality
[21:36] systematic activities from the quality management plan to ensure outputs meet
[21:38] management plan to ensure outputs meet requirements. Page 23, PMBOK Guide, 8th
[21:42] requirements. Page 23, PMBOK Guide, 8th Edition, manage quality assurance and
[21:44] Edition, manage quality assurance and page 188 under process improvement. And
[21:47] page 188 under process improvement. And also something that's improving is our
[21:50] also something that's improving is our PMP skills as we're going through these
[21:52] PMP skills as we're going through these PMP questions. So, great job for getting
[21:55] PMP questions. So, great job for getting through these [music] things and also
[21:56] through these [music] things and also it's something that's so important
[21:58] it's something that's so important because learning how to manage these
[22:00] because learning how to manage these things, manage these changes, manage
[22:02] things, manage these changes, manage delivering this [music] value is such a
[22:04] delivering this [music] value is such a wonderful skill and a valuable skill for
[22:07] wonderful skill and a valuable skill for your career and for the marketplace. So,
[22:09] your career and for the marketplace. So, [music] keep going. You're doing the
[22:10] [music] keep going. You're doing the right thing. I'll see you in the next
[22:11] right thing. I'll see you in the next video. Bye for now.
Full Transcript (Bilingual)
https://www.youtube.com/watch?v=fvzel6Z1L7g
Translation: zh-CN
[00:00] Hi everyone. Welcome back to this series.
大家好。欢迎回到本系列。
[00:02] Hi everyone. Welcome back to this series on PMP practice questions from the PMBOK Guide 8th Edition.
大家好。欢迎回到这个关于PMBOK指南第8版PMP练习题的系列。
[00:05] This is where we go through the PMBOK Guide 8th Edition from start to finish using PMP style questions, which is just such a wonderful way to learn how to answer the questions and also reading through the guide essentially by answering those questions.
在这里，我们将通过PMBOK指南第8版，从头到尾使用PMP风格的问题，这是一种学习如何回答问题以及通过回答这些问题来阅读指南的绝佳方式。
[00:20] So, let's get into it.
那么，让我们开始吧。
[00:22] We're starting to get into the bulk of the PMBOK Guide and we're getting into harder questions now.
我们开始进入PMBOK指南的重点部分，现在我们开始遇到更难的问题了。
[00:25] You're managing a large infrastructure project at Granite Works Engineering.
您正在Granite Works Engineering管理一个大型基础设施项目。
[00:30] You've conducted a kickoff meeting with the project team and multiple team leads have provided their high-level strategies.
您已经与项目团队举行了启动会议，并且多个团队负责人提供了他们的高层策略。
[00:39] You want to put these in a document that can change and configure over time.
您想将这些内容放入一个可以随时间更改和配置的文档中。
[00:44] What will you do next?
接下来您会怎么做？
[00:47] Okay. Can we create the configuration management plan?
好的。我们能创建配置管理计划吗？
[00:50] Well, we've got configure here and the configuration management plan, but what are we trying to do?
嗯，我们这里有配置和配置管理计划，但我们想做什么呢？
[00:55] High-level strategies.
高层策略。
[00:58] So, the project charter is a high-level document.
所以，项目章程是一个高层文档。
[00:59] It has our high-level scope, schedule, and budget,
它包含了我们的高层范围、进度和预算，
[01:03] high-level scope, schedule, and budget, and some some milestones, and the key stakeholders.
高级范围、时间表和预算，以及一些里程碑和关键利益相关者。
[01:06] So, it's really a high-level document to initiate the project.
所以，它是一个启动项目的非常高级别的文档。
[01:11] But, when everyone's providing their inputs, their strategies, so scope management, the quality management plan, the risk management plan, all of our project management team providing those inputs, that we collate into one document, and that is the project management plan.
但是，当每个人都提供他们的输入、他们的策略时，范围管理、质量管理计划、风险管理计划，我们所有的项目管理团队提供那些输入，我们将其整理成一个文档，那就是项目管理计划。
[01:29] So, I think we've got a few tricks here. We can change it and configure it, but we're not doing the configuration management plan.
所以，我认为我们这里有一些技巧。我们可以更改和配置它，但我们没有做配置管理计划。
[01:35] That's for version control, and we're not doing the change management plan.
那是版本控制，我们没有做变更管理计划。
[01:39] That's our change management approach. So, how are we going to do our process for change control?
那是我们的变更管理方法。那么，我们将如何进行变更控制流程呢？
[01:47] When we're collating all of our strategies, that is our project management plan.
当我们整理我们所有的策略时，那就是我们的项目管理计划。
[01:49] So, let's go with answer B. Okay. Wow. So, a little bit more tricky already, which is good to see.
所以，我们选择答案 B。好的。哇。已经有点棘手了，这很好。
[01:58] The project management plan specifies how the project will be executed, monitored, and controlled, and closed.
项目管理计划规定了项目将如何执行、监控、控制和收尾。
[02:02] And we're getting into page 18
我们正在进入第 18 页
[02:05] Closed.
结束。
[02:05] And we're getting into page 18 and 19 of the PMBOK Guide 8th Edition.
我们正在进入PMBOK指南第8版第18页和第19页。
[02:07] And 19 of the PMBOK Guide 8th Edition, integrate and align our project plans.
以及PMBOK指南第8版第19页，整合并协调我们的项目计划。
[02:11] Integrate and align our project plans.
整合并协调我们的项目计划。
[02:11] So, we're into the planning phase of our project.
所以，我们进入了我们项目的规划阶段。
[02:13] So, we're into the planning phase of our project.
所以，我们进入了我们项目的规划阶段。
[02:16] Next question.
下一个问题。
[02:16] A project team at Redwood Industrial Systems is preparing to acquire specialized components.
Redwood工业系统的一个项目团队正准备采购专用组件。
[02:18] At Redwood Industrial Systems is preparing to acquire specialized components.
Redwood工业系统正准备采购专用组件。
[02:20] Preparing to acquire specialized components.
准备采购专用组件。
[02:20] They're defining evaluation criteria, contract types, and deciding whether to build internally or outsource the work.
他们正在定义评估标准、合同类型，并决定是内部建设还是外包工作。
[02:23] Components.
组件。
[02:23] They're defining evaluation criteria, contract types, and deciding whether to build internally or outsource the work.
他们正在定义评估标准、合同类型，并决定是内部建设还是外包工作。
[02:26] Criteria, contract types, and deciding whether to build internally or outsource the work.
标准、合同类型，并决定是内部建设还是外包工作。
[02:29] Whether to build internally or outsource the work.
是内部建设还是外包工作。
[02:29] All right, so this is going to be our biggest clue here, and I can already tell where this one is going.
好的，所以这将是我们最大的线索，我已经知道这会走向何方了。
[02:30] The work.
工作。
[02:30] All right, so this is going to be our biggest clue here, and I can already tell where this one is going.
好的，所以这将是我们最大的线索，我已经知道这会走向何方了。
[02:33] Be our biggest clue here, and I can already tell where this one is going.
是我们最大的线索，我已经知道这会走向何方了。
[02:35] Already tell where this one is going.
已经知道这会走向何方了。
[02:35] No vendors have been contacted yet.
还没有联系任何供应商。
[02:37] What should the project manager do next?
项目经理接下来应该做什么？
[02:40] Okay, do we issue procurement documents and request proposals from vendors?
好的，我们是否应该发出采购文件并向供应商请求提案？
[02:42] And request proposals from vendors?
并向供应商请求提案？
[02:44] Yes, I mean, that's technically, that's a good idea.
是的，我的意思是，那技术上来说是个好主意。
[02:46] Technically, that's a good idea.
技术上来说是个好主意。
[02:46] We do want to do that.
我们确实想这样做。
[02:48] We do want to do that.
我们确实想这样做。
[02:48] We haven't contacted anyone yet, so we could go with that approach.
我们还没有联系任何人，所以我们可以采取那种方法。
[02:49] So we could go with that approach.
所以我们可以采取那种方法。
[02:49] Let's put that as a maybe.
我们姑且把它当作一个可能的选项。
[02:51] Let's put that as a maybe.
我们姑且把它当作一个可能的选项。
[02:51] Do we evaluate vendor proposals and select the best supplier?
我们是否应该评估供应商提案并选择最佳供应商？
[02:54] Proposals and select the best supplier?
提案并选择最佳供应商？
[02:57] Well, we haven't sent anything out yet, so that's definitely a no.
嗯，我们还没有发出任何东西，所以这肯定不行。
[02:58] So that's definitely a no.
所以这肯定不行。
[02:58] Develop the sourcing strategy to include make or buy decisions.
制定采购策略，包括自制或外购决策。
[03:01] Develop the sourcing strategy to include make or buy decisions.
制定采购策略，包括自制或外购决策。
[03:04] Sourcing strategy is our plan
采购策略是我们的计划
[03:08] Decisions. Sourcing strategy is our plan for how we're going to manage.
决策。采购策略是我们管理...的计划。
[03:09] For how we're going to manage procurements and vendors and third.
关于我们如何管理采购、供应商和第三方。
[03:11] Procurements and vendors and third parties. And make or buy decisions are.
采购、供应商和第三方。而“自制或外购”决策是。
[03:14] Parties. And make or buy decisions are whether we do it in-house and build it.
方。而“自制或外购”决策是我们是否在内部完成并构建它。
[03:16] Within the company, or whether we buy it.
在公司内部，或者我们是否购买它。
[03:18] From one of those vendors or those sellers. So, that actually looks.
从那些供应商或卖家那里购买。所以，这实际上看起来。
[03:20] Sellers. So, that actually looks perfect. I think that's probably going.
卖家。所以，这实际上看起来很完美。我认为这很可能。
[03:22] Perfect. I think that's probably going to be our answer. Let's check the last.
完美。我认为这很可能就是我们的答案。让我们检查最后一个。
[03:23] To be our answer. Let's check the last one just in case. Advertise the.
成为我们的答案。让我们以防万一检查最后一个。宣传一下。
[03:25] One just in case. Advertise the opportunity to gather additional.
以防万一。宣传一下收集更多供应商的机会。
[03:27] Opportunity to gather additional vendors. That's also a pretty good.
收集更多供应商的机会。这也是一个相当不错的。
[03:30] Vendors. That's also a pretty good answer. So, we definitely do want to do.
供应商。这也是一个相当不错的答案。所以，我们肯定想这样做。
[03:31] Answer. So, we definitely do want to do that, but before we do any of those.
答案。所以，我们肯定想这样做，但在我们做任何那些事情之前。
[03:34] That, but before we do any of those things, we need to decide whether we're.
事情之前，我们需要决定我们是否。
[03:36] Things, we need to decide whether we're outsourcing the work in the first place.
事情，我们需要决定我们是否首先外包这项工作。
[03:38] Outsourcing the work in the first place. So, let's go with answer C. Okay.
首先外包这项工作。所以，我们选择答案 C。好的。
[03:41] So, let's go with answer C. Okay, excellent. The plan sourcing strategy.
所以，我们选择答案 C。好的，太棒了。计划采购策略。
[03:44] Excellent. The plan sourcing strategy process entails documenting project.
太棒了。计划采购策略过程包括记录项目。
[03:46] Process entails documenting project sourcing decisions, specifying the.
过程包括记录项目采购决策，明确。
[03:49] Sourcing decisions, specifying the source selection approach, how are we.
采购决策，明确采购选择方法，我们如何。
[03:50] Source selection approach, how are we going to select our vendors? Is it by.
采购选择方法，我们如何选择我们的供应商？是通过。
[03:53] Going to select our vendors? Is it by the best cost, the best quality, maybe.
选择我们的供应商？是通过最低成本、最佳质量，也许。
[03:55] The best cost, the best quality, maybe the best reputation, maybe the longest.
最低成本、最佳质量，也许是最佳声誉，也许是经营时间最长的。
[03:58] The best reputation, maybe the longest running in business, many different.
最佳声誉，也许是经营时间最长的，许多不同的。
[04:01] Running in business, many different things that we could put in there.
经营时间，我们可以放入其中的许多不同事物。
[04:02] Things that we could put in there. Determining the scope of the work for.
我们可以放入其中的事物。确定工作的范围，用于。
[04:04] Determining the scope of the work for external sourcing with our statement of.
确定外部采购的工作范围，连同我们的...声明。
[04:06] External sourcing with our statement of.
外部采购，连同我们的...声明。
[04:08] external sourcing with our statement of work or our scope of work SOW, and work or our scope of work SOW, and selecting the appropriate contracts and sources for delivering the work.
通过我们的工作说明书或工作范围SOW进行外部采购，并选择适当的合同和来源来交付工作。
[04:15] These include make or buy decisions.
这些包括自行生产或外购的决策。
[04:17] And this is from the PMBOK Guide 8th Edition, page 19 and 20, plan sourcing strategy.
这摘自《项目管理知识体系指南》第8版，第19和20页，规划采购策略。
[04:23] So, as we're going through our plan and collating all these things and putting them together, we're going to figure out whether we're doing it in-house or we're buying it from a vendor.
因此，当我们审视我们的计划并整理所有这些事项并将它们放在一起时，我们将弄清楚我们是内部进行还是从供应商那里购买。
[04:30] Wonderful, wonderful stuff.
太好了，太棒了。
[04:33] All right, let's check the next question.
好的，我们来看看下一个问题。
[04:35] A project requires outsourcing specialized engineering work.
一个项目需要外包专业的工程工作。
[04:40] Multiple vendors have expressed their interest in submitting a proposal, but each have different ideas on what the project is about.
多家供应商已表示有兴趣提交提案，但他们对项目的具体内容各有不同。
[04:47] What should the project manager do?
项目经理应该怎么做？
[04:49] Now, in order to get everyone on the same page, do you know what we do?
现在，为了让大家达成一致，你知道我们怎么做吗？
[04:55] Usually, we will There's a few different things.
通常，我们会做几件不同的事情。
[04:57] We've got here clarify the source selection criteria.
我们这里有明确的来源选择标准。
[05:01] Now, this is for how we're going to select a vendor.
现在，这是关于我们如何选择供应商。
[05:04] Is it by the best cost?
是以最优成本为标准吗？
[05:06] Again, is it by the one
再说一遍，是以那个
[05:08] The best cost? Again, is it by the one who can deliver the fastest?
最好的成本？再次，是由能最快交付的人来决定吗？
[05:11] We get to who can deliver the fastest? We get to decide.
我们来决定谁能最快交付？我们来决定。
[05:14] It's our criteria. But, that is not going to be what the project is about.
这是我们的标准。但是，这不会是项目的重点。
[05:16] So, do we perform a make or buy analysis?
那么，我们是否进行一项自制或外购分析？
[05:19] Well, that's whether we're outsourcing in the first place, so that's a no as well.
嗯，这取决于我们是否一开始就外包，所以这也是否定的。
[05:22] Do we use advertising for the proposal?
我们是否为提案使用广告？
[05:25] This is where we advertise and make sure that everyone knows that we're um putting this offer out there for people to do the work, and that way people can't come back later and say, "Well, I didn't know about it, so it wasn't a fair proposal."
这是我们进行广告宣传并确保每个人都知道我们正在提供这个机会供人们完成工作的地方，这样人们就不能事后说，“嗯，我不知道这件事，所以这不是一个公平的提案。”
[05:38] Now, we've advertised and everyone can see, but that's not what the project is about either.
现在，我们已经宣传了，每个人都能看到，但这也不是项目的重点。
[05:42] What the project is about is conducting a bidder conference, getting all of the sellers together, and explaining what the project is about so everyone is on the same page.
项目的重点是召开一个投标人会议，将所有卖家聚集在一起，并解释项目的意义，以便每个人都了解情况。
[05:54] That is our bidder conference. Let's go with answer A.
这就是我们的投标人会议。我们选择答案 A。
[05:55] Wonderful, wonderful stuff. A bidder conference ensures all prospective sellers receive the same information and clarifications.
太棒了，太棒了。投标人会议确保所有潜在卖家收到相同的信息和澄清。
[06:02] Page 19 and 20 under plan sourcing strategy in
计划采购策略下的第 19 页和第 20 页在
[06:09] And 20 under plan sourcing strategy in the PMBOK Guide 8th edition.
以及在PMBOK指南第8版中的计划采购策略下的20项。
[06:11] And also the PMBOK Guide 8th edition.
还有PMBOK指南第8版。
[06:11] And also page 265 under bidder conferences.
还有第265页关于投标人会议的内容。
[06:14] So, page 265 under bidder conferences.
所以，第265页关于投标人会议的内容。
[06:15] So, you'll notice that there are some key concepts in the end of the PMBOK Guide.
所以，你会注意到PMBOK指南的结尾有一些关键概念。
[06:18] So you can always go straight there to look at those definitions.
所以你可以随时直接去那里查看那些定义。
[06:22] That's really, really great.
这真的很棒。
[06:24] And also really great is we're getting through these questions so you're doing a great job.
同样很棒的是我们正在完成这些问题，所以你做得很好。
[06:27] And let's see what we've got coming up next.
让我们看看接下来有什么。
[06:31] Irene is preparing a large infrastructure project at West Core Development.
艾琳正在西科尔开发公司准备一个大型基础设施项目。
[06:35] Different teams propose conflicting approaches for acquiring materials and services causing delays in procurement planning.
不同的团队提出相互冲突的材料和服务采购方法，导致采购计划延迟。
[06:40] Irene needs to align the overall approach including contract types and supplier selection methods.
艾琳需要统一整体方法，包括合同类型和供应商选择方法。
[06:47] What should she do?
她应该怎么做？
[06:50] Now, supplier selection methods, what's that?
现在，供应商选择方法，那是什么？
[06:53] That's our sourcing strategy or our source selection strategy.
那是我们的采购策略或我们的来源选择策略。
[06:55] So, I don't actually see that in here but what else is our process?
所以，我实际上在这里没有看到它，但我们的流程还有什么？
[07:01] Remember, anytime we see a process or a plan for doing things, it's uh one of our planning documents.
请记住，任何时候我们看到一个过程或一个做事计划，它都是我们的规划文件之一。
[07:09] It's uh one of our planning documents.
这是我们的一份规划文件。
[07:12] So, planning our scope is the scope management plan.
所以，规划我们的范围是范围管理计划。
[07:15] Our schedule process is our schedule management plan.
我们的进度流程是我们的进度管理计划。
[07:17] And for our source selection and how we're going to do that, that is our source sourcing strategy plan.
而对于我们的资源选择以及我们将如何做，那就是我们的资源采购策略计划。
[07:23] There we go.
好了。
[07:25] That looks like the one.
看起来就是这个了。
[07:27] I think that's probably going to be it but let's have a look.
我想这可能就是它了，但我们还是看一下。
[07:28] Do we develop the project bid documents?
我们是否制定项目投标书？
[07:30] Well, that's not going to tell us how we do things so that's a no.
嗯，这不会告诉我们如何做事，所以这是否定的。
[07:32] Make or buy analysis is whether we're selecting procurements or vendors in the first place.
自制或外购分析是我们在首先选择采购或供应商。
[07:38] And developing the statement of work is the scope that we want them to deliver our SOW.
而制定工作说明书是我们希望他们交付我们工作说明书的范围。
[07:43] So, that is also a no.
所以，这也是否定的。
[07:47] We definitely want answer D.
我们肯定要选D。
[07:50] Wonderful, wonderful stuff.
太棒了，太棒了。
[07:52] Plan sourcing strategy documents, sourcing decisions, and defines the source selection approach.
规划资源策略文件，确定资源选择方法。
[07:58] So, how are we getting this vendor?
那么，我们如何获得这个供应商？
[08:00] How are we managing the vendor?
我们如何管理供应商？
[08:02] What is all of our process for doing that?
我们为此制定的所有流程是什么？
[08:04] And that's in the PMBOK Guide page 20, plan sourcing strategy, and page 141 under
这在PMBOK指南第20页，规划资源策略，以及第141页下
[08:09] Sourcing strategy, and page 141 under the sourcing strategy plan if you want.
采购策略，以及采购策略计划下的第141页，如果你想。
[08:12] The sourcing strategy plan if you want to get more information about the plan.
采购策略计划，如果你想获取更多关于该计划的信息。
[08:15] To get more information about the plan itself.
获取关于计划本身的更多信息。
[08:17] Excellent work.
做得好。
[08:17] All right, we're really getting through this, so you're doing a great job.
好的，我们真的在顺利进行，所以你做得很好。
[08:18] Ricky is planning a manufacturing project at Trade Corporation.
Ricky正在Trade公司计划一个制造项目。
[08:20] A critical component can be produced internally or sourced from a specialized supplier.
一个关键部件可以内部生产，或从专业供应商处采购。
[08:22] There is pressure from internal stakeholders to begin work as quickly as possible, and there is limited budget for additional items.
内部利益相关者有压力要求尽快开始工作，并且用于额外项目的预算有限。
[08:37] What will Ricky do next?
Ricky接下来会做什么？
[08:40] Okay.
好的。
[08:40] Uh this is really good because we're getting we're really getting into procurement and a source selection, and it seems like that's where we are in the PMBOK Guide.
嗯，这真的很好，因为我们正在进入采购和供应商选择，而且这似乎是我们PMBOK指南中的内容。
[08:47] So, it could be produced internally or sourced from a specialized supplier.
所以，它可以内部生产，或从专业供应商处采购。
[08:49] So, what do we do under those circumstances?
那么，在那种情况下我们该怎么做？
[08:52] We already know the answer to this one.
我们已经知道这个问题的答案了。
[08:54] Is it develop the procurement management plan?
是制定采购管理计划吗？
[08:56] That's our process for procurements, so that's a no.
那是我们的采购流程，所以不行。
[08:58] Conduct a cost-benefit analysis.
进行成本效益分析。
[08:59] You know what?
你知道吗？
[09:01] That's actually pretty good, but that will tell us whether the costs outweigh the benefits for certain.
这实际上相当不错，但它会告诉我们成本是否在某些方面超过了收益。
[09:11] outweigh the benefits for certain approaches.
对某些方法来说，其好处 outweighs 了。
[09:14] That's actually a pretty good answer, but is it the best answer here?
这实际上是一个很好的答案，但它是这里最好的答案吗？
[09:18] Do we issue the requests for proposal?
我们是否发出征求建议书？
[09:20] Well, we're going to do that once we've decided that we want to do it internally or with a vendor, and the best way to decide is with our make-or-buy analysis.
嗯，一旦我们决定要在内部还是与供应商合作，我们就会这样做，而最好的决定方式是进行我们的自制或外购分析。
[09:27] So, let's go with answer C.
所以，我们选择答案 C。
[09:30] Excellent.
太棒了。
[09:30] All right.
好的。
[09:33] And it's good that we got some clues from other questions.
很高兴我们从其他问题中获得了一些线索。
[09:36] You'll find that when you're taking the real PMP exam.
你会发现在你参加真实的 PMP 考试时。
[09:39] If you get stuck on a question, flag it for later and you might get clues from future questions and then you can come back and answer it a bit more easily.
如果你在一个问题上卡住了，就把它标记出来稍后处理，你可能会从未来的问题中获得线索，然后你就可以回来更容易地回答它。
[09:48] So, that's a nice way to do it.
所以，这是一个很好的方法。
[09:50] Make or buy analysis is a decision-making process that gathers and analyzes product requirements against alternatives including internal production or external purchase.
自制或外购分析是一个决策过程，它收集和分析产品需求与包括内部生产或外部采购在内的替代方案。
[10:02] And here we are in the PMBOK Guide 8th Edition page 19 and 20 under plan sourcing strategy and page 180 under make or buy analysis.
我们现在在 PMBOK 指南第 8 版第 19 页和第 20 页的“规划采购策略”部分，以及第 180 页的“自制或外购分析”部分。
[10:11] And I don't know about you, but I think we've
我不知道你怎么样，但我想我们已经
[10:12] don't know about you, but I think we've covered sourcing, selection, and procurements pretty well in these last couple of questions.
我不知道你们怎么样，但我认为我们在最近的几个问题中已经很好地涵盖了采购、选择和采购。
[10:19] So, I hope we're moving on soon.
所以，我希望我们很快就能继续了。
[10:20] But let's have a look and see what we've got.
但让我们来看看我们有什么。
[10:22] Aiden is managing a facilities upgrade at CM Holdings.
艾登正在CM Holdings管理设施升级。
[10:25] The project requires standard electrical components with clearly defined specifications and multiple suppliers are available at different price points causing confusion and delays in the selection process.
该项目需要具有明确定义的规格的标准电气组件，并且有多个供应商可供选择，价格不同，这在选择过程中造成了混淆和延误。
[10:38] What should he do?
他应该怎么做？
[10:40] Well, my dream of us moving on from procurements is not coming true, but what is coming true is we've got clearly defined specifications and we've got multiple suppliers at different price points.
嗯，我希望我们能摆脱采购的梦想并没有实现，但正在实现的是我们有明确定义的规格，并且我们有多个供应商，价格各不相同。
[10:51] So, here's what we do with our requests for proposal information and quote.
所以，这是我们如何处理我们的提案信息和报价请求。
[10:56] If it's really complex and we need them to propose a solution, then we use a request for proposal.
如果它非常复杂，并且我们需要他们提出解决方案，那么我们就使用提案请求。
[11:04] If we just need more information about what the vendor can do, so we don't really know, we're going to put out a request for information
如果我们只需要更多关于供应商能做什么的信息，所以我们真的不知道，我们将发布一个信息请求
[11:13] To put out a request for information just to gather that information.
发出信息请求以收集该信息。
[11:16] Now, if everything is standard and we really just need a price, so it's pretty straightforward, we're going to issue a request for quote.
现在，如果一切都是标准的，我们只需要一个价格，那么它就相当直接，我们将发出报价请求。
[11:22] I think that's where we're going here, but let's check letter A just in case.
我认为我们就是这样做的，但以防万一，我们还是检查一下A项。
[11:26] Conduct a bidder conference.
举行投标人会议。
[11:29] Remember what bidder conferences do?
还记得投标人会议的作用吗？
[11:30] That helps us get all of our vendors on the same page with what we're delivering and I don't think that's applicable here.
这有助于我们让所有供应商都了解我们正在交付的内容，我认为这在这里不适用。
[11:37] It's the clearly defined specifications with multiple suppliers.
这是具有多个供应商的明确定义的规范。
[11:39] So we're going to issue a request for quote.
所以我们将发出报价请求。
[11:44] Answer D.
答案D。
[11:47] Excellent.
优秀。
[11:47] All right, an RFQ is used when price is the main factor in deciding and the proposed solution is readily available and that is really handy to know.
好的，当价格是决定性因素并且提出的解决方案已准备就绪时，就会使用RFQ，这一点非常有用。
[11:58] PMBOK Guide 8th Edition page 20, plan sourcing strategy and 248 under request for quote.
PMBOK指南第8版第20页，计划采购策略，以及第248页关于报价请求的部分。
[12:05] Now, can we finally move on from procurements?
现在，我们终于可以结束采购了吗？
[12:08] I hope so.
我希望如此。
[12:10] Let's see what we've got next and maybe we're moving more into the actual planning of our
让我们看看接下来有什么，也许我们正在更多地进入实际的规划
[12:14] More into the actual planning of our project.
更深入地规划我们的项目。
[12:16] I hope so anyway.
我希望如此。
[12:16] Rena is executing a warehouse automation project at Gridline Logistics.
Rena正在Gridline Logistics执行一个仓库自动化项目。
[12:21] Several modifications have been requested throughout the project and now there's confusion about what should be implemented and in what sequence.
在整个项目中已请求了几项修改，现在对于应该实施什么以及按什么顺序实施存在混淆。
[12:26] What will Rena do next?
Rena接下来会做什么？
[12:30] Okay, so several modifications have been requested.
好的，所以已经请求了几项修改。
[12:33] Key phrases here, keywords.
这里的关键短语，关键词。
[12:36] We've got modifications and changes and when are we going to do them?
我们有修改和变更，我们什么时候要做？
[12:41] So is it something about the schedule?
那么是关于日程安排的问题吗？
[12:43] Well, we don't see anything about the schedule here.
嗯，我们在这里看不到任何关于日程安排的内容。
[12:47] Uh so do we review the scope statement?
呃，那么我们是否审查范围说明书？
[12:49] Well, the scope statement is part of our scope baseline and this is something that's locked in place.
嗯，范围说明书是我们范围基线的一部分，这是已经确定的。
[12:55] So if we've made some changes then it may not reflect all of those changes yet.
所以如果我们做了一些更改，那么它可能还没有反映出所有这些更改。
[12:58] So I'm going to put that as a low maybe for now.
所以我现在把它定为低优先级，也许吧。
[13:03] Do we look at the issue log?
我们看一下问题日志吗？
[13:06] Well, that's for any issues that have come up.
嗯，那是针对任何出现的问题。
[13:08] So that's not really about changes.
所以这实际上与变更无关。
[13:10] Review the risk register.
审查风险登记册。
[13:12] Remember, issues have
记住，问题有
[13:15] Risk register.
风险登记册。
[13:18] Remember, issues have happened and risks could happen in the future.
请记住，已经发生了一些问题，未来也可能发生风险。
[13:21] So I think these have already been requested.
所以我认为这些已经被请求了。
[13:23] They're not really something that's going to happen in the future.
它们并不是真正会在未来发生的事情。
[13:25] So it's not for our risk register.
所以它不属于我们的风险登记册。
[13:26] Really, what we want is to review those changes in the change log
实际上，我们想要的是审查变更日志中的那些变更，
[13:28] and to see their order that we want to deliver them in.
并查看我们希望交付它们的顺序。
[13:30] Once we've uh put them in the change log and they've been approved as well,
一旦我们将其放入变更日志并获得批准，
[13:36] gone through the change control process, then we're actually going to update our scope statement.
通过了变更控制流程，那么我们实际上将更新我们的范围说明。
[13:41] So, we're going to review our scope baseline and and have a new scope baseline based on all of those changes.
所以，我们将审查我们的范围基线，并在此基础上建立一个新的范围基线。
[13:50] But, if there's confusion, we need to check that change log, see what those changes were and when they're going to be made.
但是，如果存在混淆，我们需要检查该变更日志，看看那些变更是什么以及它们将在何时进行。
[13:54] So, let's go with answer B.
所以，我们选择答案 B。
[13:57] And there it is.
就在那里。
[13:58] And as you can see, sometimes there are two answers and they may not even be the best answers that we really want to take.
正如你所见，有时有两个答案，它们甚至可能不是我们真正想选择的最佳答案。
[14:03] But, we need to choose the most correct answer out of both of these.
但是，我们需要从这两个答案中选择最正确的答案。
[14:07] So, managing uh project execution involves leading and performing work defined in the plan and implementing approved changes to meet objectives, ensuring deliverables meet
因此，管理项目执行涉及领导和执行计划中定义的工作，并实施已批准的变更以实现目标，确保可交付成果满足
[14:17] objectives, ensuring deliverables meet scope requirements.
目标，确保可交付成果符合范围要求。
[14:20] Now, we're on page 22 of the PMBOK Guide 8th Edition under manage project execution and page 116 under the change log.
现在，我们在 PMBOK 指南第 8 版的第 22 页，关于管理项目执行，以及第 116 页，关于变更日志。
[14:29] So, we'll get into this in a little bit more detail, I think, the change control process for normal predictive projects.
所以，我们将更详细地介绍这一点，我认为，是针对正常预测性项目的变更控制过程。
[14:35] It's really handy to know and you'll probably see a few questions on this on the real PMP exam.
了解这一点非常有用，你可能会在真实的 PMP 考试中看到一些关于这方面的问题。
[14:39] All right, let's see what we've got next.
好的，让我们看看接下来有什么。
[14:41] You're managing a production system upgrade at Iron Works Manufacturing.
你正在 Iron Works Manufacturing 管理一个生产系统升级。
[14:45] During execution, your team is delivering outputs, implementing approved changes, here we are again, and tracking performance data.
在执行过程中，你的团队正在交付产出，实施已批准的变更，我们又来了，并跟踪绩效数据。
[14:55] A stakeholder raises concerns about the consistency and reliability of the outputs being produced.
一位利益相关者对所生产产出的一致性和可靠性表示担忧。
[14:59] What are we going to do?
我们将怎么做？
[15:01] Okay, consistency and reliability, is it something around project quality or the product quality?
好的，一致性和可靠性，这与项目质量还是产品质量有关？
[15:08] Let's have a look.
让我们来看看。
[15:10] Do we reassess the scope and quality plans to improve output consistency?
我们是否需要重新评估范围和质量计划以提高产出的一致性？
[15:13] Remember what our plans are.
记住我们的计划是什么。
[15:16] They're our process. So, our
它们是我们的流程。所以，我们的
[15:19] Plans are. They're our process. So, our scope process and quality process.
计划是。它们是我们的流程。所以，我们的范围流程和质量流程。
[15:23] Scope process and quality process. That could work. So, we're reassessing our process to see if everything is being done according to those processes, maybe.
范围流程和质量流程。这可能行得通。所以，我们正在重新评估我们的流程，看看是否一切都按照这些流程进行，也许。
[15:32] I'd put that as a as a high maybe for now. Do we ensure that the deliverables are produced according to the defined scope baseline?
我现在会把它列为高度可能。我们是否确保可交付成果是按照定义的范围基线生产的？
[15:38] Hey, we were just talking about this. So, I think this actually could be a good one. Remember our all those changes will go back into the scope statement, which is part of our scope baseline.
嘿，我们刚才就在谈论这个。所以，我认为这实际上可能是一个好的。请记住，我们所有的这些更改都将回到范围说明书中，这是我们范围基线的一部分。
[15:49] Just to quickly, do you know what's in the scope baseline? It's our scope statement, so our high-level description and our features list. Then, it's our work breakdown structure, so we break it down. Then, it's our work breakdown structure dictionary, so we add information on duration and cost and resources to those items. And then, it's our list of work packages, which is usually the lowest level of our work breakdown structure, unless we're taking it down to the activity level, which is really the smallest level we'd ever go.
只是快速地，你知道范围基线里有什么吗？它是我们的范围说明书，所以是我们的高层描述和我们的功能列表。然后，是我们的工作分解结构，所以我们把它分解。然后，是我们的工作分解结构字典，所以我们为这些项目添加有关持续时间、成本和资源的信息。然后，是我们的工作包列表，这通常是我们工作分解结构的最低级别，除非我们将其分解到活动级别，这是我们实际会达到的最小级别。
[16:21] really the smallest level we'd ever go to in our work breakdown structure.
这是我们工作分解结构中能达到的最小级别。
[16:23] So, that is our scope baseline.
所以，这就是我们的范围基线。
[16:26] Anyway, according to that, I think that's going to be a good one.
总之，根据那个，我认为那会是一个好的。
[16:27] Raise these concerns with the steering committee.
将这些担忧提请指导委员会注意。
[16:29] Typically, we don't want to escalate if we can help it, so let's put a no.
通常，如果我们能避免，我们不想升级，所以我们写否。
[16:30] And complete full analysis of the quality risks being raised.
并完成对所提出质量风险的全面分析。
[16:35] Also a decent option, but what's the fastest and best and most direct approach?
这也是一个不错的选择，但最快、最好、最直接的方法是什么？
[16:41] Let's go with answer B.
我们选择答案B。
[16:43] Excellent.
太好了。
[16:46] All right, the manage project execution process involves leading and performing the work defined in the project management plan and implementing those changes to meet the project objectives.
好的，管理项目执行过程涉及领导和执行项目管理计划中定义的工作，并实施那些变更以满足项目目标。
[16:50] Under page 22 and 23 in the PMBOK Guide 8th Edition, manage project execution.
在《PMBOK指南》第8版第22页和23页，管理项目执行。
[16:59] And we're really getting through the PMBOK Guide.
我们真的在学习《PMBOK指南》。
[17:02] I feel like I'm reading it as we go.
我觉得我们是边读边学。
[17:04] I'm certainly learning a few things here or there, which is really, really nice.
我肯定会学到一些东西，这真的、真的很好。
[17:07] And we've only got a couple of questions to go in this section, so great job for getting through it.
我们这个部分只剩下几个问题了，所以能完成真是太棒了。
[17:09] Two to go.
还剩两个。
[17:11] Let's see what we've got.
让我们看看我们有什么。
[17:12] A project team at CD Solutions is developing a customer
CD Solutions的一个项目团队正在开发一个客户
[17:22] Solutions is developing a customer analytics platform.
Solutions正在开发一个客户分析平台。
[17:24] Midway through execution, a security officer reports unauthorized access to sensitive project data.
在执行过程中，一名安全官员报告未经授权访问敏感项目数据。
[17:34] Okay. This could cause issues with deliverables in the future.
好的。这可能会导致未来交付出现问题。
[17:37] What should the project manager do first?
项目经理应该首先做什么？
[17:39] Now, we've spoken about this a little bit.
现在，我们已经谈过这个问题了。
[17:41] Issues have happened and risks could happen in the future.
问题已经发生，风险也可能在未来发生。
[17:45] Now, this is a little bit confusing because the unauthorized access has happened, but it could cause issues to deliverables in the future.
现在，这有点令人困惑，因为未经授权的访问已经发生，但它可能导致未来交付出现问题。
[17:57] So, that might be a risk.
所以，这可能是一个风险。
[18:00] Uh but again, if it's already happened, for me, it's probably more of an issue.
呃，但再说一次，如果它已经发生，对我来说，这可能更多的是一个问题。
[18:02] So, oh, and the first one is noted in the issue log.
所以，哦，第一个已经记录在问题日志中了。
[18:06] That's going to be a strong contender.
这将是一个有力的竞争者。
[18:09] I I don't think we're going to go with risk.
我认为我们不会选择风险。
[18:10] I'd start with issue log first.
我会先从问题日志开始。
[18:12] And then, do we brainstorm ways to handle the security breach with the team?
然后，我们是否与团队一起集思广益，想办法处理安全漏洞？
[18:17] That is a great answer, but first, we need to note it in the issue log so that we can manage it.
这是一个很好的答案，但首先，我们需要在问题日志中记录下来，以便我们进行管理。
[18:24] The issue log so that we can manage it.
问题日志，以便我们进行管理。
[18:25] We're definitely going to do this, but a little bit later.
我们肯定会这样做，但稍晚一点。
[18:27] Do we escalate the breach to senior managers within the organization?
我们是否将违规行为上报给组织内的管理层？
[18:32] Again, try and avoid escalation unless it's definitely outside of our authority.
再说一遍，尽量避免升级，除非它确实超出了我们的权限。
[18:34] So, that's a definite no in this case.
所以，在这种情况下，绝对不行。
[18:36] For our purposes, let's note it in the issue log first.
为了我们的目的，我们先将其记录在问题日志中。
[18:38] Answer A.
答案A。
[18:41] When a problem has already occurred, it's treated as an issue.
当问题已经发生时，它被视为一个问题。
[18:43] The issue log is used to document, track, and manage issues before further action is taken.
问题日志用于记录、跟踪和管理问题，然后再采取进一步行动。
[18:47] That's very handy to know.
这非常有用。
[18:50] PMBOK Guide 8th Edition, page 22 and 23, Manage Project Execution, and page 123 under the issue log.
PMBOK指南第8版，第22和23页，项目执行管理，以及问题日志下的第123页。
[18:53] And again, at the end of the PMBOK Guide, you've got those definitions.
再说一遍，在PMBOK指南的最后，你会有那些定义。
[18:55] So, page 123 is where you can find the issue log definition.
所以，第123页是你找到问题日志定义的地方。
[18:58] Wonderful stuff.
太棒了。
[19:01] You're at the last question of this section.
你处于本部分的最后一个问题。
[19:04] Let's get into it and see what we've got.
让我们开始吧，看看我们有什么。
[19:06] Omar is managing a pharmaceutical packaging project at NCL.
奥马尔正在NCL管理一个药品包装项目。
[19:09] Quality inspections repeatedly identify defects caused by inconsistent procedures across
质量检查反复发现由不一致的程序造成的缺陷
[19:26] caused by inconsistent procedures across shifts leading to rework and delays.
由跨班次程序不一致引起，导致返工和延误。
[19:29] shifts leading to rework and delays. Omar wants to address the underlying cause and improve consistency moving forward.
班次导致返工和延误。奥马尔希望解决根本原因并提高一致性，以便向前发展。
[19:33] cause and improve consistency moving forward. So, what should Omar do next?
原因并提高一致性，以便向前发展。那么，奥马尔接下来应该做什么？
[19:35] forward. So, what should Omar do next? Okay, we've got procedures, which is all of our plans, and then we've got addressing the underlying cause, which is usually root cause analysis.
向前发展。那么，奥马尔接下来应该做什么？好的，我们有程序，也就是我们所有的计划，然后我们有解决根本原因，这通常是根本原因分析。
[19:37] Okay, we've got procedures, which is all of our plans, and then we've got addressing the underlying cause, which is usually root cause analysis.
好的，我们有程序，也就是我们所有的计划，然后我们有解决根本原因，这通常是根本原因分析。
[19:39] which is all of our plans, and then we've got addressing the underlying cause, which is usually root cause analysis.
也就是我们所有的计划，然后我们有解决根本原因，这通常是根本原因分析。
[19:41] we've got addressing the underlying cause, which is usually root cause analysis.
我们有解决根本原因，这通常是根本原因分析。
[19:44] cause, which is usually root cause analysis. So, let's see what we've got here. Do we update the team's work instructions?
原因，这通常是根本原因分析。那么，让我们看看我们有什么。我们是否更新团队的工作说明？
[19:46] analysis. So, let's see what we've got here. Do we update the team's work instructions?
分析。那么，让我们看看我们有什么。我们是否更新团队的工作说明？
[19:48] here. Do we update the team's work instructions? Well, that would be their processes and procedures. That's actually a pretty good answer. So, we could definitely do that. Let's put that as a high maybe for now. Implement check sheets.
这里。我们是否更新团队的工作说明？嗯，那将是他们的流程和程序。这实际上是一个相当不错的答案。所以，我们绝对可以这样做。暂时将其列为高度可能。实施检查表。
[19:51] instructions? Well, that would be their processes and procedures. That's actually a pretty good answer. So, we could definitely do that. Let's put that as a high maybe for now. Implement check sheets.
说明？嗯，那将是他们的流程和程序。这实际上是一个相当不错的答案。所以，我们绝对可以这样做。暂时将其列为高度可能。实施检查表。
[19:53] processes and procedures. That's actually a pretty good answer. So, we could definitely do that. Let's put that as a high maybe for now. Implement check sheets.
流程和程序。这实际上是一个相当不错的答案。所以，我们绝对可以这样做。暂时将其列为高度可能。实施检查表。
[19:55] actually a pretty good answer. So, we could definitely do that. Let's put that as a high maybe for now. Implement check sheets.
一个相当不错的答案。所以，我们绝对可以这样做。暂时将其列为高度可能。实施检查表。
[19:57] could definitely do that. Let's put that as a high maybe for now. Implement check sheets. Now, check sheets are where we're checking off items that have actually happened.
绝对可以这样做。暂时将其列为高度可能。实施检查表。现在，检查表是我们用来核对已实际发生的事项的地方。
[19:59] as a high maybe for now. Implement check sheets. Now, check sheets are where we're checking off items that have actually happened.
暂时作为高度可能。实施检查表。现在，检查表是我们用来核对已实际发生的事项的地方。
[20:02] sheets. Now, check sheets are where we're checking off items that have actually happened. Key terms here. So, checklists are like prompt lists.
表。现在，检查表是我们用来核对已实际发生的事项的地方。这里的关键术语。所以，清单就像提示列表。
[20:04] we're checking off items that have actually happened. Key terms here. So, checklists are like prompt lists. That would be more of a process, would be a checklist.
我们用来核对已实际发生的事项。这里的关键术语。所以，清单就像提示列表。那将更多的是一个过程，一个清单。
[20:07] actually happened. Key terms here. So, checklists are like prompt lists. That would be more of a process, would be a checklist. But, a check sheet is like a tally sheet.
实际发生。这里的关键术语。所以，清单就像提示列表。那将更多的是一个过程，一个清单。但是，检查表就像一个计数表。
[20:10] checklists are like prompt lists. That would be more of a process, would be a checklist. But, a check sheet is like a tally sheet. So, we might be tallying items as they come off the conveyor belt or tallying features as they're developed or tallying defects as they occur.
清单就像提示列表。那将更多的是一个过程，一个清单。但是，检查表就像一个计数表。所以，我们可能在计数器上计数从传送带上下来的物品，或者计数正在开发的特征，或者计数发生的缺陷。
[20:12] would be more of a process, would be a checklist. But, a check sheet is like a tally sheet. So, we might be tallying items as they come off the conveyor belt or tallying features as they're developed or tallying defects as they occur.
将更多的是一个过程，一个清单。但是，检查表就像一个计数表。所以，我们可能在计数器上计数从传送带上下来的物品，或者计数正在开发的特征，或者计数发生的缺陷。
[20:15] checklist. But, a check sheet is like a tally sheet. So, we might be tallying items as they come off the conveyor belt or tallying features as they're developed or tallying defects as they occur.
清单。但是，检查表就像一个计数表。所以，我们可能在计数器上计数从传送带上下来的物品，或者计数正在开发的特征，或者计数发生的缺陷。
[20:18] tally sheet. So, we might be tallying items as they come off the conveyor belt or tallying features as they're developed or tallying defects as they occur.
计数表。所以，我们可能在计数器上计数从传送带上下来的物品，或者计数正在开发的特征，或者计数发生的缺陷。
[20:21] items as they come off the conveyor belt or tallying features as they're developed or tallying defects as they occur.
物品从传送带上下来的，或者计数正在开发的特征，或者计数发生的缺陷。
[20:23] or tallying features as they're developed or tallying defects as they occur. So, for our purposes, we might
或者计数正在开发的特征，或者计数发生的缺陷。所以，就我们的目的而言，我们可能会
[20:25] developed or tallying defects as they occur. So, for our purposes, we might
开发的，或者计数发生的缺陷。所以，就我们的目的而言，我们可能会
[20:28] occur. So, for our purposes, we might use this to identify the defects, but
[20:31] use this to identify the defects, but we're not going to use it to identify
[20:33] we're not going to use it to identify the underlying cause unless we do a bit
[20:35] the underlying cause unless we do a bit more analysis. So, it's close. I do like
[20:38] more analysis. So, it's close. I do like it. Let's see what else we have. Assign
[20:40] it. Let's see what else we have. Assign a quality lead. We definitely could do
[20:42] a quality lead. We definitely could do that, but typically, as we're going
[20:45] that, but typically, as we're going through PMP questions, try not to add
[20:48] through PMP questions, try not to add resources or cost if we can help it. If
[20:51] resources or cost if we can help it. If we absolutely need to, then do it. But,
[20:53] we absolutely need to, then do it. But, in this case, I think we might have
[20:54] in this case, I think we might have other options. So, let's put a no. Do we
[20:57] other options. So, let's put a no. Do we apply process analysis and improvement?
[21:00] apply process analysis and improvement? Now, we're starting to talk. This is the
[21:02] Now, we're starting to talk. This is the closest thing we've got to root cause
[21:04] closest thing we've got to root cause analysis. And just a quick one for you,
[21:07] analysis. And just a quick one for you, what is root cause analysis? What are
[21:09] what is root cause analysis? What are the tools that we're going to use? There
[21:11] the tools that we're going to use? There are two key tools. One is the five whys
[21:15] are two key tools. One is the five whys and another one is an Ishikawa diagram,
[21:18] and another one is an Ishikawa diagram, also known as a cause and effect
[21:20] also known as a cause and effect diagram. So, if you ever see these two
[21:22] diagram. So, if you ever see these two things, those are our root cause
[21:23] things, those are our root cause analysis tools, but it's spelled it out
[21:26] analysis tools, but it's spelled it out pretty plainly for us here, so let's go
[21:27] pretty plainly for us here, so let's go with the answer D. There we are. Manage
[21:30] with the answer D. There we are. Manage quality assurance implements planned and
[21:33] quality assurance implements planned and systematic activities from the quality
[21:36] systematic activities from the quality management plan to ensure outputs meet
[21:38] management plan to ensure outputs meet requirements. Page 23, PMBOK Guide, 8th
[21:42] requirements. Page 23, PMBOK Guide, 8th Edition, manage quality assurance and
[21:44] Edition, manage quality assurance and page 188 under process improvement. And
[21:47] page 188 under process improvement. And also something that's improving is our
[21:50] also something that's improving is our PMP skills as we're going through these
[21:52] PMP skills as we're going through these PMP questions. So, great job for getting
[21:55] PMP questions. So, great job for getting through these [music] things and also
[21:56] through these [music] things and also it's something that's so important
[21:58] it's something that's so important because learning how to manage these
[22:00] because learning how to manage these things, manage these changes, manage
[22:02] things, manage these changes, manage delivering this [music] value is such a
[22:04] delivering this [music] value is such a wonderful skill and a valuable skill for
[22:07] wonderful skill and a valuable skill for your career and for the marketplace. So,
[22:09] your career and for the marketplace. So, [music] keep going. You're doing the
[22:10] [music] keep going. You're doing the right thing. I'll see you in the next
[22:11] right thing. I'll see you in the next video. Bye for now.
