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WorksheetsPRM-(549-p120)
Total questions: 53
Worksheet time: 27mins
In a projectized organization, the project team:
A. Reports to many bosses.
B. Has no loyalty to the project.
C. Reports to the functional manager.
D. Will not always have a home
A project manager is trying to complete a software development project, but cannot get enough attention for the project. Resources are focused on completing process-related work and the project manager has little authority to properly assign resources. What form of organization must the project manager be working in?
A. Functional
B. Matrix
C. Expediter
D. Coordinator
A project manager has very little project experience, but he has been assigned as the project manager of a new project. Because he will be working in a matrix organization to complete his project, he can expect communications to be:
A. Simple.
B. Open and accurate.
C. Complex.
D. Hard to automate.
A project team member is talking to another team member and complaining that many people are asking him to do things. If he works in a functional organization, who has the power to give direction to the team member?
A. The project manager
B. The functional manager
C. The team
D. Tight matrix
Who has the MOST power in a projectized organization?
A. The project manager
B. The functional manager
C. The team
D. They all share power
All of the following are characteristics of a project EXCEPT:
Temporary
Definite beginning and end.
Interrelated activities.
Repeats itself every month.
All of the following are parts of the team's stakeholder management effort EXCEPT:
Giving stakeholders extras
Identifying stakeholders.
Determining stakeholders' needs.
Managing stakeholders' expectations.
A project manager does not have much time to spend planning before the mandatory start date arrives. He therefore wants to move through planning as effectively as possible. Which of the following would you recommend?
Make sure you have a signed project charter and then start the WBS.
Create an activity list before creating a network diagram.
Document all the known risks before you document the high-level assumptions.
Finalize the quality management plan before you determine quality metrics.
The BEST time to assign a project manager to a project is during:
Executing.
Closing.
Initiating.
Planning
A project manager gets a call from a team member notifying him that there is a variance between the speed of a system on the project and the desired or planned speed. The project manager is surprised because that performance measurement was not identified in planning. If the project manager then evaluates whether the variance warrants a response, he is in what project management process?
Initiating
Executing
Monitoring and controlling
Closing
A team member notifies the project manager that the activities comprising a work package are no longer appropriate. It would be BEST for the project manager to be in what part of the project management process?
Corrective action
Integrated change control
Monitoring and controlling
Project closing
During a team meeting, a team member asks about the measurements that will be used on the project to judge performance. The team member feels that some of the measures related to activities assigned him are not valid measurements. The project is BEST considered in what part of the project management process?
Closing
Monitoring and controlling
Executing
Initiating
Which of the following would be the MOST appropriate thing to do during the initiating process group?
Create a detailed description of the project deliverables.
Get familiar with the company culture and structure as it relates to the project.
Identify the root cause of problems.
Ensure all project management processes are complete.
Which of the following is a characteristic of project management processes?
Iterative
Unique
Unnecessary
Standardized
Which project management process group normally takes the MOST project time and resources?
Planning
Design
Integration
Executing
All of the following must be performed during project initiating EXCEPT:
Identify and document business needs.
Create a project scope statement.
Divide large projects into phases.
Accumulate and evaluate historical information.
Closure includes all of the following EXCEPT:
Determining performance measures.
Turning over the product of the project.
Documenting the degree to which each project phase was properly closed after its completion.
Updating the company's organizational process assets.
The project charter is created in which project management process group?
Executing
Planning
Closing
Initiating
The first phase of your project has come to an end. What should you ensure is done BEFORE beginning the next phase?
Verify that the resources are available for the next phase.
Check the project's progress compared to its baselines.
Confirm that the phase has reached its objectives, and have its deliverables formally accepted.
Recommend corrective action to bring the project results in line with project expectations.
In which process group does the team measure and analyze the work being done on the project?
Initiating
Executing
Monitoring and controlling
Closing
Which process groups must be included in every project?
Planning, executing, and closing
Initiating, planning, and executing
Initiating, planning, executing, monitoring and controlling, and closing
Planning, executing, and monitoring and controlling
Control Schedule, Report Performance, and Administer Procurements are parts of which process group?
Initiating
Planning
Executing
Monitoring and controlling
Which process group focuses on completing the requirements of the project?
Initiating
Planning
Executing
Closing
All of the following occur during the planning process group EXCEPT:
Develop Project Charter.
Create WBS.
Estimate Costs.
Sequence Activities.
The project team has just completed the initial project schedule and budget. The NEXT thing to do is:
Identify risks.
Begin iterations.
Determine communications requirements.
Create a bar (Gantt) chart.
A detailed project schedule can be created only after creating the:
Project budget.
Work breakdown structure.
Project management plan.
Detailed risk assessment.
The person who should be in control of the project during project planning is the:
Project manager.
Team member.
Functional manager.
Sponsor.
Which of the following is NOT an input to the initiating process group?
Company processes
Company culture
Historical WBSs
Project scope statement
The project sponsor has just signed the project charter. What is the NEXT thing to do?
Begin to complete work packages.
Verify Scope.
Start integrated change control.
Start to create management plans.
The high-level project schedule constraints have just been determined. What project management process group are you in?
Initiating
Planning
Executing
Monitoring and controlling
The WBS and WBS dictionary are completed. 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 US $100,000 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.
Create an activity list.
Make sure the project scope is defined.
Complete risk management and issue the responsibility assignment matrix.
Effective project integration usually requires an emphasis on:
The personal careers of the team members.
Timely updates to the project management plan.
Effective communications at key interface points.
Product control.
Which of the following BEST describes the project manager's role as an integrator?
Help team members become familiar with the project.
Put all the pieces of a project into a cohesive whole.
Put all the pieces of a project into a program.
Get all team members together into a cohesive whole.
Approved corrective action is an input to:
Verify Scope.
Direct and Manage Project Execution.
Develop Project Charter.
Develop Schedule.
Double declining balance is a form of:
Decelerated depreciation.
Straight line depreciation.
Accelerated depreciation.
Life cycle costing.
You are a new project manager who has never managed a project before. You have been asked to plan a new project. It would be BEST in this situation to rely on during planning in order to improve your chance of success.
Your intuition and training
Stakeholder analysis
Historical information
Configuration management
Which of the following BEST describes a project management plan?
A printout from project management software
A bar chart
Risk, staffing, process improvement, and other management plans
The project scope
You are taking over a project and determine the following: Activity B has an early finish (EF) of day 3, a late finish (LF) of day 6, and an early start (ES) of day 2. Activity L is being done by a hard-to-get resource. The cost performance index (CPI) is 1.1, and the schedule performance index (SPI) is 0.8. Based on this information, what would you be more concerned about?
Float
Resource
Cost
Schedule
A project management plan should be realistic in order to be used to manage the project. Which of the following is the BEST method to achieve a realistic project management plan?
Sponsor creates the project management plan based on input from the project manager.
Functional manager creates the project management plan based on input from the project manager.
Project manager creates the project management plan based on input from senior management.
Project manager creates the project management plan based on input from the team.
You are taking over a project during the planning process group and discover that six individuals have signed the project charter. Which of the following should MOST concern you?
Who will be a member of the change control board
Spending more time on configuration management
Getting a single project sponsor
Determining the reporting structure
The project charter for a project was approved for planning and you have just been assigned as project manager. Realizing that project planning is an ongoing effort throughout the project, which processes are you MOST likely to combine?
Create WBS and Define Activities
Estimate Activity Durations and Develop Schedule
Develop Human Resource Plan and Estimate Costs
Estimate Costs and Determine Budget
All of the following are parts of Direct and Manage Project Execution EXCEPT:
Identifying changes.
Using a work breakdown structure.
Implementing corrective actions.
Setting up a project control system.
The need for is one of the major driving forces for communication in a project.
Optimization
Integrity
Integration
Differentiation
A project manager is appointed to head a highly technical project in an area with which this person has limited familiarity. The project manager delegates the processes of Develop Schedule, Estimate Costs, Define Activities, and Estimate Activity Resources to various project team members, and basically serves as an occasional referee and coordinator of activities. The results of this approach are likely to be:
A team functioning throughout the project at a very high level, demonstrating creativity and commitment.
A team that initially experiences some amounts of confusion, but that after a period of time becomes a cohesive and effective unit.
A team that is not highly productive, but that stays together because of the work environment created by the project manager.
A team that is characterized by poor performance, low morale, high levels of conflict, and high turnover.
You are in the middle of executing a major modification to an existing product when you learn that the resources promised at the beginning of the project are not available. The BEST thing to do is to:
Show how the resources were originally promised to your project.
Replan the project without the resources.
Explain the impact if the promised resources are not made available.
Crash the project.
You have been assigned to manage the development of an organization's first Web site. The site will be highly complex and interactive, and neither your project team nor the client has much experience with Web site development.
The timeline is extremely aggressive. Any delay will be costly for both your firm and the client. You have a project sponsor and have achieved agreement and Sign-off on both the project charter and the project management plan. Client personnel have been kept fully informed of the project's progress through status reports and regular meetings. The project is on schedule and within the budget, and a final perfunctory review has been scheduled.
Suddenly you hear that the entire effort may be cancelled because the product developed is totally unacceptable. What is the MOST likely cause of this situation?
A key stakeholder was not adequately involved in the project.
The project charter and project management plan were not thoroughly explained or adequately reviewed by the client.
Communications arrangements were inadequate and did not provide the required information to interested parties.
The project sponsor failed to provide adequate support for the project.
The project manager has just received a change from the customer that does not affect the project schedule and is easy to complete. What should the project manager do FIRST?
Make the change happen as soon as possible.
Contact the project sponsor for permission.
Go to the change control board.
Evaluate the impacts on other project constraints.
Your company just won a major new project. It will begin in three months and is valued at US $2,000,000. You are the project manager for an existing project. What is the FIRST thing you should do once you hear of the new project?
Ask management how the new project will use resources.
Resource level your project.
Crash your project.
Ask management how the new project will affect your project.
You are a project manager who was just assigned to take over a project from another project manager who is leaving the company. The previous project manager tells you that the project is on schedule, but only because he has constantly pushed the team to perform. What is the FIRST thing you should do as the new project manager?
Check risk status.
Check cost performance.
Determine a management strategy.
Tell the team your objectives.
You are assigned as the project manager in the middle of the project. The project is within the baselines, but the customer is not happy with the performance of the project. What is the FIRST thing you should do?
Discuss it with the project team.
Recalculate baselines.
Renegotiate the contract.
Meet with the customer.
It is the middle of the project when the project manager is informed by her scheduler that the project control limits are secure. That same morning she receives a note from a team member about a problem he is having. The note says, "This activity is driving me crazy, and the manager of the accounting department won't help me until the activity's float is in jeopardy." In addition, the project manager has e-mails from a minor stakeholder and 14 e-mails from team members. While she is reading the e-mails, a team member walks into the project manager's office to tell her a corrective action was implemented by a team member from the project management office, but was not documented. What should the project manager do NEXT?
Report the documentation violation to the project management office, evaluate the security of the control limits, and review the e-mailing rules in the communications management plan.
Clarify the reasoning behind documentation being a problem, get the accounting department to assist the team member, and respond to the minor stakeholder.
Add the implemented corrective action to the historical records, discuss the value of documentation at the next team meeting, and smooth the team member with the accounting department problem.
Find out who caused the problem with the accounting department, respond to the minor stakeholder before responding to the other e-mails, and review the process listed in the communications plan for reporting concerns with the team member having the documentation problem.
The client demands changes to the product specification that will add only two weeks to the critical path. Which of the following is the BEST thing for the project manager to do?
Compress the schedule to recover the two weeks.
Cut scope to recover the two weeks.
Consult with the sponsor about options.
Advise the client of the impact of the change.
During project executing, the project manager determines that a change is needed to material purchased for the project. The project manager calls a meeting of the team to plan how to make the change. This is an example of:
Management by objectives.
Lack of a change management plan.
Good team relations.
Lack of a clear work breakdown structure.
