WorksheetsManagement
Total questions: 81
Worksheet time: 14hrs 30mins
A project is:
Asetofsequentialactivitiesperformedinaprocessorsystem.
Arevenue-generatingactivitythatneedstobeaccomplishedwhileachievingcustomer satisfaction.
An ongoing endeavor undertaken to meet customer or market requirements.
A temporary endeavor undertaken to create a unique product, service, or result.
Project management is:
Asetofsequentialactivitiesperformedinaprocessorsystem.
Arevenue-generatingactivitythatneedstobeaccomplishedwhileachievingcustomer satisfaction.
An ongoing endeavor undertaken to meet customer or market requirements.
A temporary endeavor undertaken to create a unique product, service, or result.
Managing a project typically includes:
Balancing the competing project constraints, which include scope, quality, schedule, budget, resources, and risks.
Integrating requirements of profitability, low cost, and legal responsibility.
Implementation of software, hardware, and other systems to enhance organizational efficiency.
Supporting human factors, communications, discipline, and performance management.
Portfolio management refers to:
Managing various contents of the project file.
Managing the levels of financial authority to facilitate project decision making.
The centralized management of one or more portfolios to achieve strategic objectives.
Applying resource-leveling heuristics across all the organization’s projects to achieve the organization’s strategic objectives.
Project success is measured by:
Product and project quality, timeliness, budget compliance, and degree of customer satisfaction
Degree to which the project satisfies its time and budget objectives.
The triple constraints of schedule, cost, and technical performance
Degree to which the project satisfies the needs for which it was undertaken and its long-term contribution to aggregate performance of the organization’s portfolio
A program is
Group or related tasks lasting one year or less
Group of related projects, subprograms, and program activities managed in a coordinated way
Project with a cost over €1 million.
Sequence of steps constituting a project.
The types of project management office (PMO) structures in organizations include all of the following EXCEPT:
Supportive PMOs that provide a consultative role to projects by supplying template, best practices, training, access to information and lessons learned from other projects.
Controlling PMOs that provide support and require compliance through various means.
Harmonizing PMOs that strive to reduce conflict and improve harmony among project team members
Directive PMOs that take control of the projects by directly managing the projects.
A primary function of a project management office (PMO) is to support project managers in a variety of way include all of the following EXCEPT:
Delivering specific project objectives and controlling the assigned project resources to best meet objectives of the project.
Managing shared resources across all projects administered by the PMO.
Identifying and developing project management methodology , best practices, and standards.
Coaching, mentoring, training, and oversight.
All of the following are true about projects and operations EXCEPT:
Operations are ongoing endeavors that produce repetitive outputs, with resources assigned to do basically the same set of tasks according to the standards institutionalized I a product life cycle, whereas projects are temporary endeavors.
Projects require project management activities and skill sets, whereas operations require business process management, operations management activities, and skill sets.
Projects can intersect with operations at various points during the product life cycle. At each point, deliverables and knowledge are transferred between the project and operations for implementation of the delivered work.
Because of their temporary nature, projects cannot help achieve an organization’s long-term goals. Therefore, strategic activities in the organization can be generally addressed within the organization’s normal operations.
Your job responsibility is to align components (project, programs, or operations) to the organizational strategy, organized into portfolios or subportfolios to optimize project or program objectives, dependencies, costs, timelines, benefits, resources and risks. This is known as:
A. Components management.
B. Project management.
C. Program management.
D. Portfolio management.
The project plan provides a baseline for several things. Which one of the following does the project plan not provide a baseline for?
Scope
Cost
Schedule
Control
All of the following are characteristics of the project charter EXCEPT:
It formally authorizes the existence of a project and provides the project manager with the authority
Projects are initiated by an entity external to the project. The project initiator or sponsor should be at the level that is appropriate to procure funding and commit resources to the project
It is used primarily to request bids for a project or a specific phase of a project.
It provides the project manager with the authority to apply organizational resources to activities.
The project charter is the deliverable of which Process Group?
Strategy Design and Approval
Planning
Initiating
Executing
You are involved in the project initiation process. At the completion of this stage you will have a document that includes names and organizational position of stakeholders, major requirements and expectations, stakeholder classification (internal/external). This document is know as?
A. Detailed project scope statement
B. Project charter
C. Statement of work
D. Stakeholder register
The project plan provides a baseline for several things. Which one of the following does the project plan not provide a baseline for?
Scope
Cost
Schedule
Control
Which of the following processes is included in Project Integration Management?
A. Develop project management plan
Controlscopedefinition
C. Review scope verification
D. Conduct procurement surveillance
Which of the following processes is included in Project Integration Management?
A. Develop project management plan
Control scope definition
C. Review scope verification
D. Conduct procurement surveillance
Develop Project Management Plan inputs includes all of the following EXCEPT:
A. Project charter
B. Past project files
C. Expert judgment
D. Project Management Information System
The Project Management Plan includes all of these EXCEPT:
Baselines
B. Management plans
C. Project Documents
D. All of the above
Your project team agrees that the server operating system must first be installed before the application can be installed. This best describes which one of the following?
Hard logic
B. Softlogic
C. Start-to-start relationship
D. Finish-to-finish relationship
The framing activity cannot begin until the concrete has cured for 36 hours. The time between the concrete activity and the framing activity is best described as which one of the following?
Hard logic
B. Lag time
C. Lead time
D. Finish-to-start relationship
The Project Time Management processes include:
Activity Definition, Acivity Sequencing, Activity Executing, Activity Duration. Estimation, and Activity Control.
Define Activities, Sequence Activities, Estimate Activities Durations, Develop Schedule, and Control Schedule.
Identify Activities, Develop Schedule, Execute Activities, Control Activities, and Monitor Schedule Results.
Determine Activities, Estimate Activity Durations, Develop Schedule, Implement Activities, and Report Activity Results.
In rolling wave planning:
Focus is maintained on long-term objectives, allowing near-term objectives to be rolled out as part of the ongoing wave of activities.
The work to be accomplished in the near term is planned in detail, whereas the work in the future is planned at a higher level.
The work far in the future is planned in detail for work packages that are at a low level of the WBS
A wave of detailed activities is planned during strategic planning to ensure that WBS deliverables and project milestones are achieved.
A. 10.0 weeks
B. 10.5 weeks
C. 11.5 weeks
D. 12.0 weeks
A. 9.0weeks
B. 10.0 weeks
C. 11.0 weeks
D. 12.0 weeks
“Crashing” in time management is:
A schedule compression technique used to shorten the schedule duration for the least incremental cost by adding resources.
A schedule compression technique in which phases or activities that are normally done in sequence are performed in parallel.
The timely input of data to calculate the critical project.
Equivalent to minimizing float in the project schedule network.
Project Cost Management includes all of the following processes EXCEPT
A. Plancostmanagement
B. Level resources
C. Determine budget
D. Control costs
The cost management plan has all of the following processes EXCEPT:
It is based on project cost estimates and is separate from the project management plan.
It may specify variance thresholds for monitoring cost performance to indicate an agreed-upon amount of variation to be allowed before some action needs to be taken.
It may specify the level of precision, which is the degree it which activity cost estimates will be rounded up or down.
It describes how the project costs will be planned, structured, and controlled.
All of he following are true about cost estimates EXCEPT:
Cost estimates are generally expressed in units of some currency (i.e. dollars, euros, yen...), although in some instances other units of measure, such as staff hours or staff days, are used to facilitate comparisons by eliminating the effects of currency fluctuations.
Costs are estimated for all resources that will be charged to the project.
Information in the risk register should not be considered in cost estimates, because risks can be either threats or opportunities and their impact tends to balance out.
A cost estimate is a quantitative assessment of the likely costs for resources required to complete the activity. Cost estimates may be presented ate the activity level or in summary form
An activity cost estimate includes all of the following resources categories EXCEPT:
Labor
Materials
Equipment
Time shortages
Parametric estimating involves:
Defining cost or duration parameters of the project life cycle.
Calculating individual cost estimates for each work package and integrating them to obtain the total cost of the project.
Using a statistical relationship between relevant historical data and other variables to calculate a cost estimate for project work.
Using the actual cost of a previous similar project to estimate the cost of the current project.
Analogous cost estimating:
Integrates bottom-up estimating techniques with relevant statistical relationships to estimate the cost of the current project.
Relies on the actual cost of previous, similar projects as the basis for estimating the cost of the current project.
Is used most frequently in the later phases of a project.
Summarizes estimates for individual work packages to estimate the cost of the current project
Which of the following statements best describes the Plan Cost Management process?
The Plan Cost Management process is applied to determine the number of cost changes planned for the project and use that data as justification for keeping the project scope minimized.
The Plan Cost Management process is applied to determine how to define, manage and control the project budget.
The Plan Cost Management process creates the project budget.
The Plan Cost Management process is applied to satisfy stakeholder accounting
requirements.
Which of these are not defined as an input to Plan Cost Management?
A. Project Schedule Baseline
B. Project Management Plan
C. Enterprise Environmental Factors
D. Lessons Learned information
Cost estimates are best developed by:
A. The project team
B. The project manager
C. The project cost engineer
D. The person, or people who will be doing the actual work.
Determine Budget inputs include all the following EXCEPT:
A. Cost baseline
B. Activity cost estimates
C. Resource calendars
D. Project schedule
Project Quality Management includes the processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that:
The project will satisfy the needs for which it was undertaken
Process capability will be improved
Products, services, and results will be controlled.
D. Project team performance will meet standards.
Inputs to quality control include all of the following EXCEPT
A. Project management plan
B. Quality checklists
C. Work performance data
D. PERT chart
Cost of quality includes all of the following EXCEPT:
A. Preventing nonconformance to requirements.
B. Appraising the product or service for conformance to requirements.
C. Failing to meet requirements (rework).
D. Operating computers required for the project.
The Plan Quality Management process is applied to:
Help ensure high-grade, high-quality project performance
Create quality improvement
Develop the project’s cause-and-effect diagram
Identify which quality standards are applicable to the project, then determine how to satisfy them.
You and your project team have been studying the performance of a recently completely projected in your organization that was a big success. That project was very similar in nature to yours. You decide to use several successful milestone achievements from the project to set measurement standards for your own project. This is an example of:
A. Enterprise Environmental Factors (EEF)
B. Using templates
Benchmarking
D. Develop Schedule
You and your project management team completed the project on-time, within budget and you successfully delivered all that was defined in the scope of work, precisely to specification. Based on this scenario, which of the following statements is most true?
A. You and your project team have achieved quality.
B. You and your project team may have missed some important project objective.
C. You and your project team should immediately close the project.
D. You ad your project team should re-check your requirements.
You are the project manager for the BBB Project. Stacy, a project team member, is confused about what QA is. Which of the following best describes QA?
A. QA is quality assurance for the overall project performance.
QA is quality acceptance according to scope verification
C. QA is quality assurance for the project deliverable.
D. QA is quality assurance for the project stakeholders.
You are the project manager for the Floor Installation Project. Today you plan to meet with your project team to ensure that the project is completed with no deviations from the project requirements. This process is which of the following?
A. Quality planning
B. Quality management
C. Quality control
D. Quality assurance
You are the project manager for the KOY Project, which requires quality that maps to federal guidelines. To ensure that you can meet these standards, you have elected to put the project team through training specific to the federal guidelines your project must adhere to. The costs of these classes can be assigned to which of the following?
A. The cost of doing business
B. Cost of quality
C. Cost of adherence
D. Cost of nonconformance
You work in a balanced matrix organizational. One of your team members is sick for 10 weeks and you cannot afford to postpone his/her design activities for such a long period of time. You need to get another person to work on the design. Who should you talk to?
A. Your senior manager
B. The functional manager
C. The project sponsor
D. The team
Leadership is an important skill required for an effective project, which of the following statements related to leadership is not correct?
It is primarily concerned with consistently producing the key results expected by stakeholders
It involves developing a vision of the future.
It is not limited to the project manager.
It must be demonstrated at all levels of the project.
All of the following documents can be useful in the Acquire Project Team process EXCEPT:
A. Organizational structure of the company
B. Staffing management plan
C. Activity list
D. Recruitment practices
You are the project manager in an organization with a weak matrix. Who will have the authority in your project?
A. The project manager
B. The customer
C. Functional management
D. The team leader
The major processes of Project Human Resource Management are:
Leadership, Management, Team Building, and Negotiation.
Develop Project Staffing Plan, Recruit Project Team, Administrator Personnel Actions, and Manager Labor Relations.
Plan Organizational Structure, Build Project Team, Develop Communication Plan, and Manage Team Conflicts.
Plan Human Resource Management, Acquire Project Team, Develop Project Team, and Manage Project Team.
The responsibility assignment matrix (RAM) is:
Used for development of the project budget and network diagrams
Developed at the activity level and used to closely link project roles and responsibilities to project network activities.
Used to illustrate the connections between work packages or activities and project team members. It ensures that there is only one person accountable for any one task to avoid confusion of responsibility.
Used to identify accountabilities and responsibilities in individual performance appraisals of
project team members.
The Human Resource Management Plan should generally includes all of the following EXCEPT:
A. Roles and responsibilities.
B. Project organizational charts.
C. Staffing management plan.
D. Project interfaces.
Questions that arise when planning the acquisition of project team members generally include all of the following EXCEPT:
Whether the human resources come from within the organization or from external, contracted sources.
The costs associated with each level of expertise needed for the project.
The compensation of senior executives.
The level of assistance that the organization’s human resource department ad functional
managers are able to provide to the project management team.
The Plan Human Resource Management process is applied to________________.
Develop, document and assign the project resource histogram
Develop, document and assign project roles, responsibilities and reporting relationships
Develop the project’s Responsibility Assignment Matrix
Identify which organizational standards are applicable to the project, the determine how to satisfy them.
Plan Human Resource Management tools and techniques includes:
A. Staffing management plan, networking, communicating
B. Organization charts and position descriptions, networking, organizational theory
C. Organization charts and position descriptions, negotiating, organizational theory
D. Project management plan, activity resource requirements, networking
Of the following, which one is an example of noise?
A. Fax machine
B. Adhoc conversations
C. Contractual agreements
D. Distance
You are the project manager for the KLN Project. You had 19 stakeholders on this project and have added three team members to the project. How many more communication channels do you have now compared with before?
171
231
60
1
Of the following, which term describes the pitch and tone of an individual’s voice?
Paralingual
B. Feedback
C. Effective listening
D. Active listening
Which statement is most true?
Active listening (effective listening) is an outdated communications technique. It seldom enhances communication between sender and receiver.
Formal written communications is the preferred method for all project communications. This ensure everything is formally documented for later review and use in lesson learned.
Non-verbal communication is important.
Stakeholders should be provided with information on a strict need-to-know basis. You and your project team are best served by keeping project information closely held.
A small project current has 50 (fifty) stakeholders in the communications loop. If two more stakeholders are added, how many more channels of communication will result?
2
101
15
28
The major processes of Project Communications Management are:
Plan Communications Management, Manage Communications, and Control Communications.
Plan Communications Management, Develop Responses, Report Progress, and Distribute Information.
Plan Communications, Distribute Information, and Schedule Reporting.
Distribute Information, Report Changes, Update Project Documents, and Accept Project Deliverables.
Inputs to the Plan Communications Management process includes:
Project management plan, stakeholder resister, enterprise environmental factors, and organizational process assets.
Stakeholder requirements, project scope statement, project budget, and project schedule.
Organizational structure, stakeholder analysis, project management plan, and communications barriers.
Stakeholder management strategy, RAM, WBS, and administrative procedures.
The communications management plan usually contains all of the following EXCEPT:
Information to be communicated, including language, format, content, and level of detail.
Time frame and frequency for the distribution of required information and receipt of acknowledgement or response, if applicable.
Methods or technologies used to convey the information, such as memos, email, and/or press releases.
Email archives, correspondence, reports, and documents related to the project from all stakeholders.
Communication activities have many potential dimensions that generally include all of the following EXCEPT:
A. Written, oral, and non-verbal
B. Internal and external
C. Conceptual and definitive
D. Formal and informal
The total number of potential communication channels for a project with n=12 stakeholders is:
A. N(n–1)/2
B. 2n/(n–1)
C. 2(n–1)/n
D. 47 potential communication channels
The major processes of Project risk Management are:
Plan Risk Management, Identify Risks, AssessRisks, MitigateRisks, TransferRisks, and Document outcomes.
Identify Risks, Plan Risk Management, Evaluate Risks, Develop Risk Responses, Mitigate Risks, and Document results.
Identify Risks, Perform Qualitative Risk Validation, Perform Quantitative Impact Assessment, Develop Risk Response Strategies, Document Response Strategies, and Monitor Risk Responses.
Plan Risk Management, Identify Risk, Perform Qualitative Risks Analysis, Perform Quantitative Risk Analysis, Plan Risk Responses, and Control Risks.
To be successful, an organizations should be committed to addressing risk management:
A. Just in time before a meeting with major stakeholders of the project.
B. Proactively and consistently throughout the project.
C. As soon as time and cost estimates are ready.
D. As early as possible in the execution phase.
The primary output of the Identify Risks process is the:
Risk register
B. Expected monetary value of the risk events.
C. List of corrective actions.
D. Risk mitigation plan.
All of the following are inputs to the Identify Risks process EXCEPT:
A. Risk management plan.
B. Scope baseline.
C. Workaround plan.
D. Quality management plan.
Outputs from the Plan Risk Responses process include all of the following EXCEPT:
A. Riskregisterupdates
Corrective actions
C. Project documents updates
D. Project management plan updates
Tools and techniques of the Perform Quantitative Risk Analysis process are:
Contracting, contingency planning, alternative strategies, and insurance.
Interviewing, historical results, workarounds, and response development.
Checklists, damage control reports, standard allowances, and inspection.
Data gathering and representation techniques, quantitative risk analysis and modeling techniques, and expert judgment.
As an output of the Perform Quantitative Risk Analysis process, the risk register is updated. These updates generally include:
A. Prioritized list of quantified risks
B. Qualitative analysis of the threats to ignore and opportunities to accept.
C. Checklists, corrective actions, and qualified decision trees.
D. Direction, resources, and contingency costs.
The Perform Qualitative Risk Analysis process assesses the priority of identified risks using all of the following EXCEPT:
Relative probability or likelihood of occurrence of identified risks.
Impact on project objectives if the identified risk occur.
A mathematical technique such as the expected monetary value (EMV), to create the impression of precision and accuracy.
The organization's risk tolerance associated with the project constraints of cost, schedule, scope, and quality.
SWOT Analysis has all of the following characteristics EXCEPT:
It is a technique that examines the project from each of the strengths, weaknesses, opportunities, and threats (SWOT) perspectives to increase the breadth of identified risks by including internally generated risks.
It identifies strengths and weaknesses of the organization, regardless of the specific project or the general business area.
It identifies any opportunities for the project that arise from organizational strengths, an any threats arising from organizational weaknesses.
It examines the degree to which organizational strengths offset threats, as well as identifies opportunities that may serve to overcome weakness
Complete this sentence: A project risk is a(n) ______________________ occurrence that can affect the project for good or bad.
Known
Potential
Uncertain
Known unknown
All of the following are inputs to the Plan Procurements process EXCEPT:
A. Risk register.
B. Stakeholder register.
C. Application area extensions.
D. Enterprise environmental factors.
Which of the following is NOT true about projects stakeholders?
They are people, groups, or organizations that are actively supportive of the project.
They are people, groups, or organizations who are involved in the project.
They people, groups, or organizations whose interests may be positively or negatively affected by a decision, activity, or outcome of the project.
They are people, groups, or organizations that may exert varying levels of influence over the project and its expected outcomes.
To increase the chances to achieve project success, the project manager should do all of the following EXCEPT:
Identify the stakeholders early in the project or phase.
Analyze the stakeholders levels of interest and individual expectations as well as their importance and influence.
As much as possible, create conflicts among various stakeholders to allow the project team to get its work done.
Communicate and work with stakeholders to meet their needs/ expectations.
Classification of the engagement level of stakeholders includes all of the following EXCEPT:
Resistant
Neutral
Supportive
Manipulative
Control Stakeholder Engagement tools and techniques include all of the following EXCEPT:
A. Information management systems
B. Expert judgment
C. Meetings
D. Behavior modification analytics
Status review meetings are used to:
A. Exchange and analyze information about stakeholder engagement.
B. Manage closely low-power/ low-interest stakeholders.
C. Avoid confrontation with high-power/ low-interest stakeholders.
D. Update the critical path on a factual basis regardless of stakeholders expectations.
