The WBS and WBS dictionary have been completed, and the project team has begun working on identifying risks. The sponsor contacts the project manager, requesting that the responsibility assignment matrix be issued. The project has a budget of S100,000 and is taking place in three countries using 14 human resources. There is little risk expected for the project, and the project manager has managed many projects similar to this one. What is the next thing to do?

Understand the experience of the sponsor on similar projects.

Make sure the project scope is defined.

Complete risk management and issue the responsibility assignment matrix.

A project manager does not have much time to spend on planning before the mandatory start date arrives. He, therefore, wants to move through planning as effectively as possible. What advice would you offer?

Create an activity list before creating a network diagram.

Make sure you have a signed project charter and then start the WBS.

Document all the known risks before you document the high-level assumptions

Finalize the quality management plan before you determine quality metrics.

Which of the following is the most appropriate thing to do during the initiating process group?

Get familiar with the company culture and structure as they relate to the project.

Create a detailed description of the protected deliverables

Identify the root cause of problems.

Ensure all project management processes are complete.

You are managing two protects and have been assigned to a third protect that has just been approved. You begin the new project, and are able to manage it well along with the others you arc managing. During initiating, you are focused on accomplishing a number of activities. Which of the following are you not concerned with at this time?

Creating a project scope statement

Identifying and documenting business needs

Dividing a large project into phases

Accumulating and evaluating historical information

The software development project has progressed according to plan. The team is very enthusiastic about the product they have created. Now they are looking ahead to finding new protects to work on. You caution them that the current project cannot be considered complete until after the closing process group. The closure includes all the following except:

Determining performance measures

Turning over the product of the protect

Documenting the degree to which each project phase was properly closed after its completion

Updating the company's organizational process assets

The first phase of your project has come to an end. What is the most important thing to ensure is done before beginning the next phase?

Confirm that the phase has reached its objectives, and have its deliverables formally accepted.

Verify that the resources are available for the next phase.

Check the project's progress compared to its baselines.

Recommend corrective action to bring the project results in line with project expectations.

Which process groups must be included in every project?

Initiating, planning, executing, monitoring and controlling, and closing

Planning, executing, and closing

Initiating, planning, and executing

Planning, executing, and monitoring, and controlling

Which of the following is the most appropriate thing to do in project closing?

Confirm all the requirements in the project have been met.

Work with the customer to determine acceptance criteria.

Collect historical information from previous projects.

Gain formal approval of the management plans.

A market demand, a business need, and a legal requirement are examples of:

Reasons to hire a project manager

Reasons people or businesses become stakeholders

A project has a number of deliverables that are complex and have to be assembled. As the project manager, you know the work breakdown structure will help stakeholders to see interim deliverables that will be integrated into the final project deliverables. To help manage the individual elements, you have used a work breakdown numbering system. This numbering system allows the project team to:

Identify the level at which individual elements are found.

Systematically estimate costs of work breakdown structure elements.

Use it in project management software.

The product of the project has been completed and delivered to the customer by the team. They are informed by the customer that several of the deliverables are not acceptable, as they do not meet the requirements specified early in the project. The project manager and team review the requirements documentation, and are in agreement that the product deliverables meet the customer's requirements as they understand them. The project manager, who is new to the organization, seeks the advice of the project management office in determining what went wrong. After some discussion, the PMO realizes that the Validate Scope process was not performed appropriately by the project manager. Which of the following is a key output of the Validate Scope process?

Customer acceptance of project deliverables

A more complete scope management plan

Confirmation of the project scope statement

During a meeting with some of the project stakeholders, the project manager is asked to add work to the project scope. The project manager had access to correspondence about the project before the project charter was signed and remembers that the project sponsor specifically denied funding for the scope mentioned by these stakeholders. The best thing for the project manager to do is to:

Tell the stakeholders the scope cannot be added.

Let the sponsor know of the stakeholders' requests.

Evaluate the impact of adding the scope.

Add the work if there is time available in the project schedule.

A new project manager is being mentored by a more experienced PMP-certified project manager. The new project manager is having difficulty finding enough time to manage the project because the project scope is being progressively elaborated. The PMP-certified project manager advises that the basic tools for project management, such as a work breakdown structure, can be used during project execution to assist the project manager. For which of the following can a work breakdown structure be used?

Communicating with the customer

Showing calendar dates for each work package

Identifying the functional managers for each team member.

Describing the business need for the project.

A project has just started the second phase, in which work packages are being created. A new team member has completed his work packages for this phase and has asked the project manager to validate the scope of his work packages. The team member is anxious to have the customer see his work packages. The project manager, although confident in this new team member, wants the team member to gain confidence after the customer sees his work packages. When should the Validate Scope process be done?

At the end of each phase of the project

At the beginning of the project

The project is mostly complete. The project has a schedule variance of 300 and a cost variance of -900. All but one of the quality control inspections have been completed, and all have met the quality requirements. All items in the issue log have been resolved. Many of the resources have been released. The sponsor is about to call a meeting to obtain product validation when the customer notifies the project manager that they want to make a major change to the scope. The project manager should:

Ask the customer for a description of the change.

Meet with the project team to determine if this change can be made.

Explain that the change cannot be made at this point in the process.

You have just joined the project management office after five years of working on projects. One of the things you want to introduce to your company is the value of creating and utilizing work breakdown structures. Some of the project managers are angry that you are asking them to do "extra work: Which of the following is the best thing you could tell the project managers to convince them to use work breakdown structures?

Work breakdown structures will prevent work from slipping through the cracks.

Work breakdown structures are of greater value on large projects.

Work breakdown structures are best when the project involves contracts.

Work breakdown structures are the only way to identify risks.

To manage a project effectively, work should be broken down into small pieces. Which of the following does not describe how far to decompose the work?

Until it can be done by one person

Until it has a meaningful conclusion

Until it cannot be logically subdivided further

Until it can be realistically estimated

On an agile software development project, the project manager asks business stakeholders to create user stories, which will be used in the development and testing of the application. The main purpose of a user story is:

To document the features or functions required by stakeholders

To create a record of issues encountered on the project

One of the stakeholders on the project contacts the project manager to discuss some additional scope they would like to add to the project. The project manager asks for details in writing and then works through the Control Scope process. What should the project manager do next when the evaluation of the requested scope is complete?

Complete integrated change control.

Ask the stakeholder if any more changes are expected.

Make sure the impact of the change is understood by the stakeholder.

Find out the root cause of why the scope was not identified during project planning.

During the completion of project work, the sponsor asks the project manager to report on how the project is going. In order to prepare the report, the project manager asks each of the team members what percent complete their work is. There is one team member who has been hard to manage from the beginning. In response to being asked what percent complete he is, the team member asks, "Percent complete of what?' Tired of such comments, the project manager reports to the team member's boss that the team member is not cooperating. Which of the following is most likely the real problem?

The project manager did not assign work packages

The project manager did not get buy-in from the manager for the resources on the project.

The project manager did not create an adequate reward system for team members to improve their cooperation.

The project manager should have had a meeting with the team member's boss the first time the team member caused trouble

Which of the following is an output of the Collect Requirements process?

Requirements traceability matrix

The cost performance index (CPI) on the project is 1.13, and the benefit-cost ratio is 1.2. The project scope was created by the team and stakeholders. Requirements have been changing throughout the project. No matter what the project manager has tried to accomplish in managing the project, which of the following is the most likely to face in the future?

Not being able to measure completion of the product of the project

Having to cut costs on the project and increase benefits

Making sure the customer has approved the project scope

Having to add resources to the project

RitaBook1

Authored by Nhung Bùi

Computers

7th Grade

Used 4+ times

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MULTIPLE CHOICE QUESTION

1 min • 1 pt

A project manager has received some help from the team, and she needs help from them again so that she can create a detailed project budget. Which project management process group is she in?

Initiating

Before the project management process

Planning

Executing

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

The project charter is created in which project management process group?

Executing

Planning

Closing

Initiating

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

The project team has just completed the initial project schedule and budget. The next thing to do is to:

Determine communications requirements.

Identify risks.

Begin iterations.

Create a bar (Gantt) chart.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

A detailed project schedule can be created only after creating the:

Project budget

Work breakdown structure

Project management plan

Detailed risk assessment

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

The person who should be in control of the project during project planning is the:

Project manager

Team member

Functional manager

Sponsor

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

Which of the following is not an input to the initiating process group?

Company processes

Company culture

Historical WBSs

Project scope statement

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

The project sponsor has just signed the project charter. What is the next thing to do?

Begin to complete work packages.

Validate scope.

Start integrated change control.

Start to create management plans.

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RitaBook1

A project manager has received some help from the team, and she needs help from them again so that she can create a detailed project budget. Which project management process group is she in?

The project charter is created in which project management process group?

The project team has just completed the initial project schedule and budget. The next thing to do is to:

A detailed project schedule can be created only after creating the:

The person who should be in control of the project during project planning is the:

Which of the following is not an input to the initiating process group?

The project sponsor has just signed the project charter. What is the next thing to do?

The high-level project schedule constraints have just been determined. What project management process group are you in?

A project manager does not have much time to spend on planning before the mandatory start date arrives. He, therefore, wants to move through planning as effectively as possible. What advice would you offer?

Access all questions and much more by creating a free account

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