WorksheetsProject Management Quiz 2
Total questions: 24
Worksheet time: 24mins
A project manager has little project experience, but she has been assigned as the project manager of a new project. Because she will be working in a matrix organization to complete her project, she can expect communications to be:
Simple
Open and accurate
Complex
Hard to automate
Understanding the culture, policies, and procedures of the organization in which the project is being performed is most challenging in:
Global organizations
Manufacturing organizations
Functional organizations
Mix organizations
What signifies the end of a project's lifecycle?
Approval of the final deliverable by the project sponsor.
Completion of the project's scope as defined in the project management plan.
Realization of the project benefits identified in the business case.
Formal acceptance of all project deliverables by the stakeholders.
Two project managers have just realized that they are in a weak matrix organization and that their power as project managers is quite limited. One figures out that he is really a project expediter, and the other realizes she is really a project coordinator. How is a project expediter different from a project coordinator?
The project expediter cannot make decisions
The project expediter can make more decisions
The project expediter reports to a higher-level manager
The project expediter has some authority
One of your team members informs you that he does not know which of the many projects he is working on is the most important. Who should determine the priorities between projects in a company?
The project manager
The project management team
The project management office (PMO)
The project team
A project manager is leading a project in the pharmaceutical industry, which is highly regulated. Due to recent legislative changes, there is a need to adjust the project scope to ensure compliance. The project manager must also consider the impact of these changes on project costs and schedules.
Question: What is the FIRST action the project manager should take?
A) Update the project scope statement to reflect the legislative changes.
B) Conduct a risk analysis to understand the impact of legislative changes on the project.
C) Communicate with the project sponsor and stakeholders about the legislative changes and potential impacts.
D) Adjust the project budget and schedule based on a preliminary assessment of the changes.
E) Organize a meeting with the project team to discuss the necessary adjustments in project work.
A project team is discussing the benefits and drawbacks of working on projects within their organization now that it has become project-oriented. They can agree on many advantages for the team and for the organization, but also agree there are some drawbacks relative to the strong matrix structure the organization used to have. In a project-oriented organization, the project team:
Reports to many bosses
Has no loyalty to the project
Reports to the functional manager
Will not always have a 'home'
A project team is working on manufacturing a new product, but they are having difficulty creating a project charter. What is the best description of the real problem?
They have not identified the project objectives
They are working on a process and not a project
The end date has not been set
They have not identified the product of the project
During the execution phase of a construction project, you discover that a critical piece of equipment will be delivered late, which could potentially delay the project timeline. The project sponsor is particularly sensitive to any delays due to the high costs associated with them.
Question: What should the project manager do FIRST in this situation?
Update the risk register to reflect this new risk.
Inform the project sponsor immediately about the potential delay.
Evaluate alternative solutions to mitigate the delay, including expediting delivery or finding alternative equipment.
Adjust the project schedule to account for the late delivery.
Organize a team meeting to discuss the impact and potential solutions.
As a project manager, you have had to develop skills to help plan and manage projects successfully. Which skills would best help you encourage project teams to reach levels of high cooperation and achievement, promote a positive relationship with sellers on a project, and involve stakeholders appropriately through all aspects of the project?
Active listening, negotiating, and political awareness
Networking, communication models, and SWOT
Sensitivity analysis, active listening, and leadership
Communication methods, team building, and claims administration
You are managing a project to implement a new IT system that will replace several legacy systems. Midway through the project, a stakeholder expresses concern that the new system may not meet a critical regulatory requirement that was overlooked during the planning phase.
Question: How should the project manager address this oversight?
Proceed with the project as planned while exploring options to address the requirement post-implementation.
Initiate a change request to incorporate the regulatory requirement into the project scope.
Conduct a stakeholder meeting to determine if the regulatory requirement is indeed necessary.
Pause the project to conduct a thorough review of all regulatory requirements.
Reassess the project's scope and objectives with the project team and stakeholders.
If a project manager is concerned with gathering, integrating, and disseminating the outputs of all project management processes, she should concentrate on improving the:
Work breakdown structure (WBS)
Communications management plan
Project management information system (PMIS)
Scope management plan
A framework for keeping an organization focused on its overall strategy is:
Organizational project management
The PMBOK® Guide
Project governance
Portfolio management
All the following are characteristics of a project except:
It is temporary
It has a definite beginning and end
It has interrelated activities
It repeats itself every month
A project manager's primary responsibility is to deliver the product of the project within project constraints. Which of the following best describes the major constraints on a project?
Scope, number of resources, and cost
Scope, cost, and schedule
Scope, schedule, cost, quality, risk, resources, and customer satisfaction
Schedule, cost, and number of changes
To obtain support for the project throughout the performing organization, it's best if the project manager:
Ensures there is a communications management plan
Correlates the need for the project to the organization's strategic plan
Connects the project to the personal objectives of the sponsor
Confirms that the management plan includes the management of team members
A project in the telecommunications sector is aimed at expanding network coverage to rural areas. The project is complex, involving multiple stakeholders, including government entities, local communities, and several contractors. Recent changes in government regulations require modifications to the project plan.
Question: What should be the project manager's FIRST step in responding to these changes?
Update the project management plan to comply with the new regulations.
Arrange a meeting with all stakeholders to discuss the impact of the regulations.
Seek legal advice to understand the implications of the regulatory changes.
Communicate with the government entities to negotiate the terms of the regulations.
Perform a risk analysis to evaluate the impact of the changes on the project.
Your management team has decided that all orders will be treated as projects and that project managers will be used to update orders daily, to resolve issues, and to ensure the customer formally accepts the product within 30 days of completion. Revenue from the individual orders can vary from $100 to $150,000. The project manager will not be required to perform planning or provide documentation other than daily status. How would you define this situation?
Because each individual order is a 'temporary endeavor,' each order is a project
This is program management since there are multiple projects involved
This is a recurring process
Orders incurring revenue over $100,000 would be considered projects and would involve project management
Company procedures require the creation of a lessons learned register. Which of the following is the best use of lessons learned?
Historical records for future projects
Planning record for the current project
Informing the team about what the project manager has done
Informing the team about the project management plan
A company is making an effort to improve its project performance and create historical records of past projects. What is the best way to accomplish this?
Create project management plans
Create lessons learned
Create network diagrams
Create status reports
The difference between a project, program, and portfolio is:
A project is a temporary endeavor with a beginning and an end, a program may include other non-project work, and a portfolio is all the projects in a given department or division
A project is a lengthy endeavor with a beginning and an end, a program combines two or more unrelated projects, and a portfolio combines two or more programs
A project is a temporary endeavor with a beginning and an end, a program is a group of related projects, and a portfolio is a group of projects and programs related to a specific strategic organizational objective
A project is a contracted endeavor with a beginning and an end, a portfolio is a group of projects with more open-ended completion dates, and a program combines two or more portfolios
Consideration of ongoing operations and maintenance is crucially important to products of projects. Ongoing operations and maintenance should:
Be included as activities to be performed during project closure
Be a separate phase in the project lifecycle because a large portion of lifecycle costs is devoted to maintenance and operations
Not be viewed as part of a project
Be viewed as a separate project
A complex aerospace engineering project is nearing completion. Because the work was highly technical and new to the organization, the product of the project was released two months later than planned. Despite the late delivery, management is appreciative of the effort expended and believes that this product will generate additional opportunities for the organization. Management also thinks that the experience of this team will provide great value for teams working on similar projects in the future. The sponsor requests that lessons learned be thoroughly documented. Lessons learned are best completed by:
The project manager
The team
The sponsor
The stakeholders
What is a program?
An initiative set up by management
A means to gain benefits and control of related projects
A group of unrelated projects managed in a coordinated way
A government regulation
