Worksheets67 quiz of Software PM
Total questions: 67
Worksheet time: 1hrs 7mins
Which of the following is NOT a type of project management office?
Directive
Value-drive
Supportive
Controlling
Which of the following is NOT a distinguishing characteristic of a project?
Temporary
Strategic
Specific result
Progressively elaborated
Which of the following is NOT a responsibility of a project manager?
Managing stakeholder expectations
Managing project constraints
Gathering product requirements
Sponsoring the project
At the beginning of a project, a software team project manager is given a schedule with everyone’s vacations on it. She realizes that because the software will be delivered to the QA team exactly when they have overlapping vacations, there is a serious risk of quality problems, because there won’t be anyone to test the software before it goes into production. What BEST describes the constraint this places on the project?
Quality constraint
Time constraint
Resource constraint
Risk constraint
Which of the following is NOT a Project Constraint?
Quality
Scale
Time
Cost
A project manager is running a data center installation project. He finds that his stakeholder is angry that he’s run over his budget because the staff turned out to be more expensive than planne The stakeholder’s unhappy that when the project is over, the servers won’t have as much drive space as he needs. Which of the following constraints was not affected by this problem?
Quality
Resource
Time
Cost
Which of the following is NOT an example of operational work?
Building a purchase order system for accounts payable
Submitting weekly purchase orders through a purchase order system
Deploying weekly antivirus software updates
Yearly staff performance evaluations
You’re managing a project to build a new accounting system. One of the accountants in another department really likes the current system and is refusing to be trained on the new one. What is the BEST way to handle this situation?
Refuse to work with him because he’s being difficult
Appeal to the accountant’s manager and ask to have him required to take training
Get a special dispensation so that the accountant doesn’t have to go to the training
Work with him to understand his concerns and do what you can to help alleviate them without compromising your project
Which of the following is used for identifying people who are impacted by the project?
Resource list
Stakeholder register
Enterprise environmental factors
Project plan
A project coordinator is having trouble securing programmers for her project. Every time she asks her boss to give a resource to the project he says that they are too busy to help out with her project. Which type of organization is she working in?
Functional
Weak matrix
Strong matrix
Projectized
Which of the following is not a stakeholder?
The project manager who is responsible for building the project
A project team member who will work on the project
A customer who will use the final product
A competitor whose company will lose business because of the product
A project manager runs into a problem with her project’s contractors, and she isn’t sure if they’re abiding by the terms of the contract. Which knowledge area is the BEST source of processes to help her deal with this problem?
Cost Management
Risk Management
Procurement Management
Communications Management
Which of the following is NOT a project?
Repairing a car
Building a highway overpass
Running an IT support department .
Filming a motion picture
You’ve just received a change request. This means:
The project charter is complete, but the work cannot begin yet because you need to make a change to the scope baseline
You are in the Direct and Manage Project Work process, and you can implement the change now
The change needs to be approved before it can be implemented.
There is a defect in a deliverable that must be prepaire
You’re managing a graphic design project. One of your team members reports that there is a serious problem, and you realize that it will cause a delay that could harm the business of the stakeholders. Even worse, it will take another two days for you to fully assess the impact—until then, you won’t have the whole story. What is the BEST way to handle this situation?
Create a change request document and submit it to the change control meeting
Pull out the project charter and show them that you have authority to make decisions
Meet with the stakeholders and tell them that there’s a problem, and you need two more days to get them the information they need
Update the lessons learned and add it to your organizational process assets
You’re a project manager on a construction project. The electrician has started laying out the wiring, when the client comes to you with a change request. He needs additional outlets, and you think that will increase the cost of the electrical work. What is the first thing you do?
Refuse to make the change because it will increase the cost of the project and blow your budget
Refer to the Project Management plan to see how the change should be handle
Consult the contract to see if there is a clause
Make the change, since the client requested it
You are a project manager on a software project. When you planned the project, your enterprise environmental factors included a policy that all changes that cost over 2% of the budget need to be approved by the CFO, but smaller changes could be paid for by a management contingency fun One of your stakeholders submitted a change request that requires a 3% increase in the budget. Your company has an outsourcing effort, and you believe that a small change to the way that the change is requested could allow you to take advantage of it and cut your costs in half. What is the BEST way to handle this situation?
Work with the stakeholder to figure out how to reduce the cost of the change by a thir
Request approval from the CFO
Refuse the change because it is over 2% of the budget
Document the change request, since all changes must be document
One of your team members has discovered a defect in a deliverable and has recommended that it be repaire Which of the following is NOT true:
The project charter has authorized you to perform the work
Your project is in Monitor and Control Project Work process
The defect repair must be approved before the deliverable can be repaired
You must update the Project Management plan to document the defect
You’re a project manager on a software project. Your team is busy executing the project and creating the deliverables, but there have been several changes requested by stakeholders over the past few weeks. Each time you got one of these changes, you called a meeting with your team and the stakeholders to discuss it. Why did you do this?
Every change needs to be evaluated by a change control board
You’re delegating the work of evaluating changes
You do not have a good change control system in place
You are using a project management information system to assign the work.
Which of the following is NOT true about the project charter?
The project charter defines the requirements that satisfy customer needs
The project charter defines the work authorization system
The project charter makes the business case that justifies the project
The project charter includes the milestone schedule
Which of the following is NOT true about the Project Management Plan?
The Project Management plan contains the Scope Management plan
The Project Management plan gives authority to the project manager
The Project Management plan contains the schedule baseline
The Project Management plan contains the performance baseline
You are the project manager on a network engineering project. Two weeks ago, your team began executing the project. The work has been going well, and you are now a day ahead of schedule. Two stakeholders just approached you to tell you that they have an important change that needs to be made. That change will put you behind schedule. What do you do?
Implement the change because you’re ahead of schedule
Refuse to make the change because the stakeholders did not take it to the change control board
Refuse to make the change until the stakeholders document it in a change request
Make sure the stakeholders know that you’re open to change, and tell them to talk to the project sponsor
Which of the following is TRUE about a work breakdown structure?
It contains work packages that are described in a linear, unstructured list
Each item in the WBS represents a feature in the product scope
The WBS represents all of the work that must be done on the project
The WBS is created by the product sponsor and stakeholders
Which is NOT an output of a Scope Management process?
Business case
WBS dictionary
Change requests
Accepted deliverables
Which of the following is NOT TRUE about a work breakdown structure?
It describes procedures to define the scope, verify work, and manage scope changes
It contains a graphical, hierarchical list of all work to be performed
It can be broken down by project phase or deliverable
It is an important element of the baseline
You are managing a software project. Your team has been working for eight weeks, and so far the project is on track. The lead programmer comes to you with a problem: there is a work package that is causing trouble. Nobody seems to know who is responsible for it, the accounting department does not know what cost center to bill it against, and it’s not even clear exactly what work should be performe Which of the following would BEST help this situation?
Alternatives analysis
WBS dictionary
Scope Management plan
Scope validation
Which of the following BEST describes the purpose of a requirements traceability matrix?
It describes how WBS dictionary entries are traced to work packages, and how work packages are decomposed from deliverables.
It’s used to make sure that all of the subplans of the Project Management plan have been create
It helps you understand the source of each requirement, and how that requirement was verified in a later deliverable
It’s used to trace the source of every change, so that you can keep track of them through the entire Control Scope process and verify that the change was properly implement
You are managing an industrial design project. One of your team members comes to you with a suggestion that will let you do more work while at the same time saving the project 15% of the budget. What is the BEST way for you to proceed?
Tell the team to make the change because it will deliver more work for less money
Refuse to make the change until a change request is documented and change control is performed
Refuse to consider the change because it will affect the baseline
Do a cost-benefit analysis and then make sure to inform the sponsor that the project scope changed
You are the project manager for a new project, and you want to save time creating the WBS. Which is the BEST way to do this?
Make decomposition go faster by cutting down the number of deliverables
Use a WBS from a previous project as a template
Don’t create the WBS dictionary
Ask the sponsor to provide the work packages for each deliverable
You are a project manager working on a project. Your sponsor wants to know who a certain work package is assigned to, what control account to bill it against, and what work is involve What document do you refer her to?
Scope Management plan
WBS
WBS dictionary
Scope statement
You are the project manager for a software project. One of the teams discovers that if they deviate from the plan, they can actually skip one of the deliverables because it’s no longer necessary. They do the calculations, and realize they can save the customer 10% of the cost of the project without compromising the features in the product. They take this approach, and inform you the following week what they did during the status meeting. What is the BEST way to describe this situation?
The project team has taken initiative and saved the customer money
A dispute is resolved in favor of the customer
The team informed the project manager of the change, but they should have informed the customer, too
The team did not follow the Control Scope process
Which of the following BEST describes the purpose of the project scope statement?
It describes the features of the product of the project
It is created before the Scope Management plan
It decomposes deliverables into work packages
It describes the objectives, requirements, and deliverables of the project, and the work needed to create them
You’re managing a project when your client tells you that an external problem happened, and now you have to meet an earlier deadline. Your supervisor heard that in a situation like this, you can use schedule compression by either crashing or fast- tracking the schedule, but he’s not sure which is which. What do you tell him?
Crashing the project adds risk, while fast-tracking adds cost
When you crash a project, it always shortens the total duration of the project
Crashing the project adds cost, while fast-tracking adds risk
When you fast-track a project, it always shortens the total duration of the project
You’re managing a project when your client tells you that an external problem happened, and now you have to meet an earlier deadline. Your supervisor heard that in a situation like this, you can use schedule compression by either crashing or fast- tracking the schedule, but he’s not sure which is which. What do you tell him?
Crashing the project adds risk, while fast-tracking adds cost
When you crash a project, it always shortens the total duration of the project
Crashing the project adds cost, while fast-tracking adds risk
When you fast-track a project, it always shortens the total duration of the project
You are managing a software project. Your QA manager tells you that you need to plan to have her team start their test planning activity so that it finishes just before testing begins. But other than that, she says it can start as late in the project as necessary. What’s the relationship between the test planning activity and the testing activity?
Start-to-Start (SS)
Start-to-Finish (SF)
Finish-to-Start (FS)
Finish-to-Finish (FF)
You’re managing an industrial design project. You’ve come up with the complete activity list, created network diagrams, assigned resources to each activity, and estimated their durations. What’s the next thing that you do?
Use rolling wave planning to compensate for the fact that you don’t have complete information
Create the schedule
Consult the project scope statement and perform Sequence Activities
Use fast-tracking to reduce the total duration
Three members of your project team want to pad their estimates because they believe there are certain risks that might materialize. What is the BEST way to handle this situation?
Estimate the activities honestly, and then use a contingency reserve to cover any unexpected costs
Allow more time for the work by adding a buffer to every activity in the schedule
Tell the team members not to worry about it, and if the schedule is wrong it’s OK for the project to be late
Crash the schedule
You’re managing an interior decoration project when you find out that you need to get it done earlier than originally planne You decide to fast-track the project. This means:
Starting the project sooner and working overtime
Assigning more people to the tasks at a greater total cost, especially for activities on the critical path
Starting activities earlier and overlapping them more, which will cost more and could add risks
Shortening the durations of the activities and asking people to work overtime to accommodate that
What’s the correct order of the Project Schedule Management planning processes?
Sequence Activities, Define Activities, Estimate Activity Resources, Estimate Activity Durations, Develop Schedule
Plan Schedule Management, Define Activities, Sequence Activities, Develop Schedule, Estimate Activity Resources, Estimate Activity Durations
Plan Schedule Management, Define Activities, Sequence Activities, Estimate Activity Resources, Estimate Activity Durations, Develop Schedule
Plan Schedule Management, Develop Schedule, Define Activities, Sequence Activities, Estimate Activity Resources, Estimate Activity Durations
You are working on the project plan for a software project. Your company has a standard spreadsheet that you use to generate estimates. To use the spreadsheet, you meet with the team to estimate the number of functional requirements, use cases, and design wireframes for the project. Then you categorize them into high, medium, or low complexity. You enter all of those numbers into the spreadsheet, which uses a data table derived from past projects’ actual costs and durations, performs a set of calculations, and generates a final estimate. What kind of estimation is being done?
Parametric
Rough order of magnitude
Bottom-up
Analogous
You are starting to write your project charter with your project sponsor when the senior managers ask for a time and cost estimate for the project. You have not yet gathered many of the project details. What kind of estimate can you give?
Analogous estimate
Rough order of magnitude estimate
Parametric estimate
Bottom-up estimate
Which of the following is NOT a part of quality?
Fitness for use
Conformance to requirements
Value to the sponsor
Customer satisfaction
When is inspection performed?
At the beginning of the project
Any time a project deliverable is produced
Just before the final product is delivered
At the end of the project
What’s the difference between Control Quality and Validate Scope?
Control Quality is done at the end of the project, while Validate Scope is done throughout the project
Control Quality is performed by the project manager, while Validate Scope is done by the sponsor
Control Quality is performed by the sponsor, while Validate Scope is done by the project manager
Control Quality means looking for defects in deliverables, while Validate Scope means validating that the product is acceptable to the stakeholders
You are using a control chart to analyze defects when something on the chart causes you to realize that you have a serious quality problem. What is the MOST likely reason for this?
The rule of seven
Upper control limits
Lower control limits
Plan-Do-Check-Act
Which of the following BEST describes defect repair review?
Reviewing the repaired defect with the stakeholder to make sure it’s acceptable
Reviewing the repaired defect with the team to make sure they document lessons learned
Reviewing the repaired defect to make sure it was fixed properly
Reviewing the repaired defect to make sure it’s within the control limits
Which of the following is associated with the 80/20 rule?
Scatter chart
Histogram
Control chart
Pareto chart
A RACI matrix is one way to show roles and responsibilities on your project. What does RACI stand for?
Responsible, Approve, Consult, Identify
Responsible, Accountable, Consulted, Informed
Retain, Approve, Confirm, Inform
Responsible, Accountable, Confirm, Inform
Two of your team members are having a disagreement over which technical solution to use. What’s the first thing that you should do in this situation?
Consult the technical documents
Tell the team members to work out the problem themselves
Ask the team members to write up a change request
Meet with the team members and figure out what’s causing the disagreement
Which of the following describes Maslow’s Hierarchy of Needs?
You can’t be good at your job if you don’t have a nice office
You need to feel safe and accepted to want to be good at your job
Your boss’s needs are more important than yours
The company’s needs are most important, then the boss’s, then the employee’s.
What is a war room?
A place where managers make decisions
A room set aside for conflict management
A room where a team can sit together and get closer communication
A conflict resolution technique
Your client comes to you with a serious problem in one of the deliverables that will cause the final product to be unacceptable. Your team members look at his complaint and feel that it’s not justifiable, and that the product really does meet its requirements. What’s the first thing that you do?
Confront the situation by making the change that needs to be made in order to satisfy the client
Explain to the client that the solution really is acceptable
Work with the client and team members to fully understand the problem before making a decision
Write up a change request and send it to the change control board
Keith, the project manager of a large publishing project, sends an invoice to his client. Which communication type is he using?
Formal verbal
Formal written
Informal written
Informal verbal
Which of the following is NOT an example of active listening?
Nodding your head in agreement while someone is talking
Restating what has been said to be sure you understand it
Asking questions for clarification
Multitasking by checking your email during a conversation
Which of the following is an example of noise?
An email that’s sent to the wrong person
A project manager who doesn’t notice an important clause in a contract
Garbled text and smudges that make a fax of a photocopy hard to read
When the team is not paying attention during a status meeting
The project manager for a construction project discovers that the local city council may change the building code to allow adjoining properties to combine their sewage systems. She knows that a competitor is about to break ground in the adjacent lot and contacts him to discuss the possibility of having both projects save costs by building a sewage system for the two projects.This is an example of which strategy?
Mitigate
Share
Accept
Exploit
Which of the following is NOT a risk response technique?
Exploit
Transfer
Mitigate
Collaborate
Which of the following is used to monitor low-priority risks?
Triggers
Watch lists
Probability and Impact matrix
Monte Carlo analysis
Joe is the project manager of a large software project. When it’s time to identify risks on his project, he contacts a team of experts and sends them a list of questions to help them all come up with a list of risks and send it in. What technique is Joe using?
SWOT
Ishikawa diagramming
Interviews
Brainstorming
Susan is the project manager on a construction project. When she hears that her project has run into a snag due to weeks of bad weather on the job site, she says “No problem, we have insurance that covers cost overruns due to weather.” What risk response strategy did she use?
Exploit
Transfer
Mitigate
Avoid
Risks that are caused by the response to another risk are called:
Residual risks
Secondary risks
Cumulative risks
Mitigated risks
How often should a project manager discuss risks with the team?
At every milestone
Every day
Twice
At every status meeting
Which of the following should NOT be in the risk register?
Watch lists of low-priority risks
Relative ranking of project risks
Root causes of each risk
Probability and Impact matrix
A construction project manager has a meeting with the team foreman, who tells him that there’s a good chance that a general strike will delay the project. They brainstorm to try to find a way to handle it, but in the end decide that if there’s a strike, there is no useful way to minimize the impact to the project. This is an example of which risk response strategy?
Mitigate
Avoid
Transfer
Accept
Matt, the sponsor of a large publishing project, meets with all of the stakeholders on the project to ask for their support in an upcoming testing event. Which engagement level is he displaying?
Make him responsible for a deliverable on the project
Keep him informed of all of the decisions that might affect the project’s outcome
Closely manage his requirements and expectations
Ignore his requirements and expectations, since he doesn’t have the power to affect the project’s outcome
Sue, the sponsor of the industrial design project you’re managing, is plotted on your power/interest grid as high power, high interest. Which is the BEST approach for managing her requirements and expectations?
Keep her informed of all project decisions
Manage her requirements and expectations closely
Keep her satisfied by inviting her to all of the team meetings
Understand her goals and expectations, but don’t do anything with them
Which information is NOT included in the stakeholder register?
Stakeholder name and group
Stakeholder requirements
Stakeholder expectations
Stakeholder deliverables
