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WorksheetsProject Management Part 2
Total questions: 30
Worksheet time: 15mins
Name
Class
Date
1.
The PERT estimation technique:
a)
uses the pessimistic, optimistic and most likely estimates to make the estimates
b)
uses the pessimistic, optimistic and most likely estimates to make the estimates, with a bias towards the pessimistic estimates, to have more flexibility in the schedule
c)
uses the pessimistic, optimistic and most likely estimates to make the estimates, with a bias towards the most likely estimates, to arrive at a weighted average
d)
uses the pessimistic, optimistic and most probable estimates to make the estimates with a bias towards the optimistic estimates, to provide a stimulating challenge to the project team
2.
The correct rule to follow by organizations that have not defined the margin of precision for estimating the order of magnitude is:
a)
-25% to +75%
b)
0% to +100%
c)
-15% to +50%
d)
-5% to +10%.
3.
Contingencies (contingency reserves) are
a)
funds paid into a personal account to ensure regulatory compliance
b)
used for bonuses at the end of a successful project
c)
a representation of the level of confidence in the project estimates
d)
always included in each particular estimate
4.
A network diagram should represent
a)
a breakdown of the total amount of work required for the project
b)
linkages between project activities
c)
the network required to support the technical infrastructure
d)
the relationship of the critical path to the non-critical paths.
5.
A path in a network diagram is represented by:
a)
a series of related tasks
b)
all tasks that have one or more predecessors
c)
all tasks that have one or more successors
d)
1 and 3
6.
To ensure that a project stays on schedule, a project manager must:
a)
manage according to the critical path
b)
send a progress report to all stakeholders
c)
reduce activity estimates to meet deadlines
d)
manage the stakeholder expectations.
7.
In managing the duration of an activity, the best technique is to manage according to:
a)
from the start date at the latest
b)
the date set for completing the activity
c)
the less solid path
d)
percentage complete
8.
Which of the following techniques is not good for solving a problem?
a)
Pareto analysis
b)
The network diagram
c)
Root cause analysis
d)
Fishbone diagram.
9.
An essential factor in the management of major problems is:
a)
Create and understand the process for dealing with major problems before the first major problem arises
b)
select a stakeholder to be the target of blame when major issues affect the project
c)
ensure that the action plan to resolve major problems is executed without impacting the project schedule
d)
that only the sponsor can solve the major problem
10.
When there is no good solution for a major problem, which of the following alternatives should be used:
a)
among bad alternatives choose the one that would be the best in the long run
b)
among bad alternatives choose the one that causes less difficulty than the others
c)
propose to the sponsor only the alternative that the project manager prefers
d)
1 and 2
11.
An action plan to solve major problems should always include:
a)
activities in progress, connections, deadlines and prioritized alternatives
b)
time, technology decisions and effort required
c)
the activities to be carried out, a person in charge, the deadlines and the effort required
d)
a person in charge, the activities being carried out, a technique for solving the problem and the deadlines
12.
Which of the following is used to document and track problem resolution?
a)
Stakeholder register
b)
Stakeholder management strategy
c)
Problem Log
d)
Change Log
13.
What is not included in the Requirements
a)
Business requirements
b)
Stakeholder requirements
c)
Governance Requirements
d)
The requirements of the solution
e)
Project requirements
14.
What is note a tool/technique for requirement collection
a)
Interviews
b)
Consultation groups
c)
Directed workshops
d)
Emotional Intelligence
e)
Collective creativity techniques
15.
WBS (Work Breakdown Structure) is
a)
A diagram that project deliverables and work into smaller, more manageable components.
b)
A Plan that divide the Project Component
c)
A matrix with the Project Tasks and their relations
d)
A document to validate the Scope with Sponsor
16.
What is not a characteristic of the WBS
a)
Hierarchical and progressive breakdown oriented ‘Deliverables’
b)
Covers the entire scope of the project (100%)
c)
Work Package: Cost and Duration Estimation Level
d)
I covers only the Product Scope
17.
What part is not defined by the Schedule Management Plan
a)
Units of measurement
b)
Links with organizational procedures (WBS)
c)
Performance measurement rules
d)
The roles and responsibilities
18.
In a Start-Start Relationship between activities A and B
a)
Activity B cannot begin until Activity A is complete.
b)
Activity B cannot start until Activity A begins.
c)
Activity B cannot be completed until Activity A is completed.
d)
Activity B cannot end before activity A starts
19.
In a Finish-Start Relationship between activities A and B
a)
Activity B cannot begin until Activity A is complete.
b)
Activity B cannot start until Activity A begins.
c)
Activity B cannot be completed until Activity A is completed.
d)
Activity B cannot end before activity A starts
20.
In a Finish-Finish Relationship between activities A and B
a)
Activity B cannot begin until Activity A is complete.
b)
Activity B cannot start until Activity A begins.
c)
Activity B cannot be completed until Activity A is completed.
d)
Activity B cannot end before activity A starts
21.
In a Start-Finish Relationship between activities A and B
a)
Activity B cannot begin until Activity A is complete.
b)
Activity B cannot start until Activity A begins.
c)
Activity B cannot be completed until Activity A is completed.
d)
Activity B cannot end before activity A starts
22.
What is not included in the Activity Resource Requirements
a)
Identification of the types and quantities of resources needed for each of the activities in a work package
b)
Consolidation (activities / work package)
c)
Definition of the dependencies between activities
23.
What is not used in a Parametric estimation
a)
Quantity of (Work) x (Rate)
b)
Algorithmic method
c)
Historical and statistical method
d)
Aggregation of lower level WBS estimates
24.
The formula of the Tiangular distribution estimatation method is
a)
E = (o + 4m + p ) / 6
b)
E = (o + m + p ) / 3
c)
E = (2*o + 4*m + 2*p ) / 3
d)
E = (o +p ) / 2
25.
What is a kind of collective decision making technique for activity estimation ?
a)
Delphi Method
b)
Triangular distribution
c)
PERT
d)
Monte Carlo method
26.
What is the Critical Path
a)
The calculation of the Risk agregate
b)
Sequence of activities that represents the longest path of the project
c)
A path that leads to validation by sponsor
d)
A way to find the success of the project
27.
What is the Total Margin
a)
The amount of time that a schedule activity can be postponed without delaying the project finish date or violating a schedule constraint.
b)
The amount of time that a schedule activity can be postponed without delaying the earliest start date of any successor activity, or without violating a schedule constraint
c)
The amount of time a schedule activity can be postponed without delaying another project.
d)
The total duration of the Activities in the critical path
28.
What is the Free margin
a)
The amount of time that a schedule activity can be postponed without delaying the project finish date or violating a schedule constraint.
b)
The amount of time that a schedule activity can be postponed without delaying the earliest start date of any successor activity, or without violating a schedule constraint
c)
The amount of time a schedule activity can be postponed without delaying another project.
d)
The total duration of the Activities in the critical path
29.
What is the Project margin
a)
The amount of time that a schedule activity can be postponed without delaying the project finish date or violating a schedule constraint.
b)
The amount of time that a schedule activity can be postponed without delaying the earliest start date of any successor activity, or without violating a schedule constraint
c)
The amount of time a schedule activity can be postponed without delaying another project.
d)
The total duration of the Activities in the critical path
30.
What is the formula of the Schedule Performance Index
a)
Earned Value - Actual Cost
b)
Earned Value / Actual Cost
c)
Budget At Completion / Actual Cost
d)
Budget At Completion / Earned Value
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