SG21 - Baseline Test 1

A junior project manager approaches a senior project manager for information on when to start the project closure process of the project they are handling. What information does the senior project manager require from the junior project manager to offer advice?

• All planned work is completed and formal acceptance received
• All the deliverables are completed and provided to the customer
• All project costs are charged to the customer
• All improvements are implemented within the planned time period

A project manager works at a construction company. The current project is a three year, multimillion-dollar initiative to rebuild a stadium. The first phase of the project has been completed within the three month timeframe and within budget. What should the project manager do next?

• Move on to the next phase.
• Secure approval from the program manager.
• Proceed with the contractual closure of the phase.
• Begin the administrative closure process.

Due to budgetary constraints, the program manager requested that the project managers make the best use of the available resources within their projects and prioritize resources over schedule milestones. After visualizing the resource histogram, a project manager found evidence that 80% of their project's resources will be used during the last month of the project. How should the project manager proceed?

• Request that activities be fast tracked to make better use of available resources.
• Allow some of the current resources to be available for other projects.
• Suggest to the program manager that they perform an integrated resource leveling among the projects.
• Continue the project execution according to the original plan.

A company is developing a new product that needs to implement nonfunctional security requirements. The product owner is concerned about how the team can ensure the implementation of these nonfunctional requirements. What does the project manager need to do to ensure that the product is compliant with security requirements?

• Appoint a security expert as part of the team to review the acceptance criteria.
• Send the security requirements to the security department to be implemented.
• Discuss the security requirements at the next sprint meeting.
• Include the security requirements in the Definition of Done (DoD).

During the project closing, the project sponsor informs the project manager that one of the deliverables, developed by a contractor, must be transferred to a nonprofit organization at no cost. The procurement documentation states that the property of this deliverable reverts to the contractor once the procurement contract is finished. What should the project manager do?

• Add "avoid out of scope agreements during the closure process" to the lessons learned register.
• Initiate a change request and execute the integrated change control process.
• Consider this transfer as an open issue for the contract department and continue closing the project.
• Review the contract agreement with the contractor in order to modify the property of the deliverable.

During a steering committee meeting, a senior executive raised a concern that although the key cost parameters are reported to be on track, the project might not be delivering the work that was originally scheduled. What measurement should the project manager use to address this concern?

• Cost Variance (CV)
• Earned Value (EV)
• Schedule Variance (SV)
• Planned Value (PV)

A project manager noticed that one team member is frequently absent from project team meetings. Instead of working on the current project, the team member has been working on a task assigned by their functional manager. What should the project manager do to resolve this issue?

• Discuss the resource allocation with the team member's functional manager.
• Remove the team member from the project team due to their continued absences.
• Record the absences in the team member's performance appraisal.
• Ask another team member for input regarding the issue.

A project manager is appointed to design and develop a strategy for a government organization. The project manager recognizes that the project has a limited amount of detailed information to prepare project estimates. However, several other government organizations have already successfully adopted the same strategy. In this scenario, which type of estimating method should the project manager select?

• Parametric modelling
• Analogous estimation
• Three-point estimating
• Expert judgment

During the execution phase of a healthcare IT project, the customer's project manager resigns. The key stakeholders are no longer getting updated information in a timely manner. What should the project manager do next?

• Update the communications management plan.
• Inform the key stakeholders directly.
• Update the project sponsors on the issue.
• Keep sending the information until a response is received.

During a project team meeting, team members are identifying risks that may occur during the project. What type of analysis should the project manager perform in preparation for a meeting with the sponsor?

• Qualitative risk analysis.
• Quantitative risk analysis.
• Monte Carlo risk analysis.
• Expert judgment analysis.