Six Sigma Project Management Quiz 1, Six Sigma Project Management Quiz 2, Six Sigma Project Management Quiz 3, Six Sigma Project Management Quiz 4, Six Sigma Project Management Quiz 5, Six Sigma Project Management Quiz 6, Six Sigma Project Management...
Schedules created at the beginning of a traditional project are unlikely to be followed because events are likely to occur that would require constant revisions to the schedule.
F
Sunk costs are those project costs that will be incurred in the future and cannot be avoided.
F
Suppliers are seldom used as a risk transference strategy.
F
The Earned value is $300,000. The actual cost is $240,000. The Cost Variance for that week is $40,000
F
The Groupo Nacional Provincial case illustrates how one company effectively worked with a Program Office.
F
The Tesco case is an example of how some organizations fail to set KPIs and as a result have no concrete metrics against which to measure the progress of their projects.
F
The WBS is not a schedule and as a result, should not be used in the creation of a schedule.
F
The earned value method monitors cost and quality.
F
The five process groups are followed only in the predictive approach.
F
The projectized organizational structure is a combination of the traditional and matrix forms of project organizational structure.
F
The slack for all activities on the critical path must be greater than zero.
F
There are many who feel that the Agile approach is appropriate for no more than 20 percent of all projects.
F
There is always one best way to design a WBS chart.
F
Using a numbering scheme, "1.1.1.1" represents an activity at the third level.
F
When a project schedule tells us that the project should reach a specific milestone on week 22 and that milestone has been met, the conclusion should be that the project is on schedule.
F
When the goal of the project is clear, and it is also clear how to get to that goal, the adaptive approach is recommended.
F
A Post-Implementation Audit is undertaken to justify the project expenditures to the client.
False
A WBS decomposes a project into phases.
False
A Work Breakdown Structure identifies the cost for completing each activity.
False
A cell phone is introduced in October and is withdrawn from the market one year later because it has failed to meet market objectives. This is an example of a process life-cycle
False
A project can involve many product life cycles.
False
A stakeholder who has low power and low interest in the project should be scheduled for periodic communication.
False
After explaining the situation, the first step in the case was to establish a budget.
False
At this early stage in the project, it is not necessary to define project success in concrete terms.
False
Closing is not considered a process group since it occurs at the end of a project.
False
Continuous operations can exist within a project.
False
Defining project scope is the first step in the project charter.
False
During the Initiation phase, business cases can be written as rough drafts with no need for revision.
False
During the initiating process, Lisa was concerned about the scope. She wanted it reduced.
False
During the initiating stage, a final and reliable schedule is required.
False
Formal scope statements are seldom necessary.
False
From Lisa's perspective, the goal set by Stopman was not considered feasible.
False
Identification of tasks occurred after the schedule was completed.
False
In most projects, scope decreases as the project proceeds through execution.
False
In the OCAM case, the project schedule was shortened by hiring new staff to help with the project.
False
In this situation, there was no need to write a formal scope statement since the goal was to eliminate infections.
False
It is appropriate to use technical terms in a business case since it will only be read by those familiar with the technical dimensions of the project.
False
It is not necessary for a project to have a clear beginning and end.
False
It is not necessary to create a formal initiation document if it can be assured that the project will be delivered well within budget.
False
It is not necessary to obtain more accurate estimates of task times in the project planning stage since this step has already taken place in the project initiation stage.
False
Most continuous processes have a clear beginning and end point.
False
No mention of resource requirements occurred during the planning stage.
False
Not all projects must align with the objectives of the firm.
False
Point estimates for task activities suggest the uncertainty surrounding task times.
False
Project Requirements are not included in a Project Initiation Document.
False
Project decomposition breaks a project into feasible and infeasible tasks.
False
Project feasibility focuses on the schedule, not the budget.
False
Risk is considered a Process Group.
False
Scanning for new projects is generally unaffected by corporate culture.
False
Scope defines what the client would like to have delivered. It clearly defines wants.
False
Scope must not be finalized until the execution phase of the project.
False
The Govina Island case illustrated how some stakeholder groups are powerless when it comes to approving projects.
False
The OCAM project did not suffer from resistance.
False
The Risk Breakdown Structure ignores technical risk since it is beyond the control of project management.
False
The Risk Breakdown Structure is an inverted hierarchical tree like the Work Breakdown Structure.
False
The competitive environment of the firm is defined only by rivalry among firms.
False
The only project dimension that cannot be quantified is quality.
False
There is seldom, if ever, a difference between client needs and wants.
False
While human interactions can be challenging they do not contribute to the complexity of projects.
False
Another term used for slack is __________ .
Float
The skills that individuals must bring to a project are addressed in which of the following knowledge areas?
Human Resources Management
A group of consumers create a buying cooperative. This would affect which of the following powers in Porter's model.
Power of buyers
Outsourcing involves which of the following knowledge areas?
Procurement Management
A project plan has been quickly prepared and the schedule appears to be too optimistic. Which of the following risks does this suggest?
Project Management
A framework that describes how organizations search for new projects is called the ______________________ .
Project Search Matrix
Activity H will take 11 weeks to complete. It has two predecessors, activities F and G. The earliest F can be competed is week 15 while the earliest G can be completed is week 12. The earliest activity H can be completed is week 26.
T
Actual Costs are the cumulative sum of Weekly Actual Costs.
T
An effective control system in a modern organization requires that a monitoring system has been put into place and information systems are used to facilitate the collection and presentation of project performance data.
T
Coding schemes help to eliminate confusion when it is necessary to refer to a specific task.
T
Consider that a task is defined as "complete report." This would be considered a violation of the way in which we name tasks.
T
Cost variance at a particular point in the schedule is the difference between the Earned Value and Actual Cost.
T
Distributing risk is a strategy often used in large science projects.
T
Each level in the WBS must contain all of the work that needs to be done to meet the needs of its parent level.
T
Earned Value measures the dollar value of all the original budgeted work that has been completed up to that current period.
T
For large projects, a formal risk management plan is recommended.
T
Identifying Key Performance Indicators relies upon a good understanding of what is important to the successful completion of the project.
T
If a predictive approach is appropriate, variations from the project plan are likely to be discouraged.
T
If after Activity M is completed activities N and P can be started, activity M can be called a Burst activity.
T
If an activity takes 21 weeks and the earliest it can start is week 41, the latest it can start if it is on the critical path is also week 41.
T
If an activity takes five weeks and the earliest it can begin is week 15, the earliest it can be finished is week 20.
T
If the cost variance is positive, the project at that point in time has not spent as much money as expected to get to that point in the project.
T
In Agile, the assumption is made that learning takes place as the project unfolds and as a result, a detailed schedule created during the initiation phase of the project is often not in the best interest of achieving a successful project outcome.
T
In Agile, work is done in short time frames called Timeboxes.
T
In a Matrix form of project organization, the team members report to both their functional manager and project manager.
T
In a projectized structure, team members report only to a project manager not a functional manager.
T
Late Finish and Late Start times are not found on a Gantt Chart.
T
Monitoring is the process of observing or measuring the progress of the project.
T
One source of risk can be attributed to external risk.
T
One strategy for reducing a risk is to introduce redundancy in a process.
T
Planned value in the time-phased plan represents the cumulative amount for weekly budgeted costs.
T
Project scope is very difficult to determine in Extreme projects.
T
Reducing the chance of a risk event is one of four risk mitigation strategies.
T
Redundancy refers to the duplication of efforts to ensure that a risky task or series of tasks will succeed.
T
Risk mitigation is one of the six steps in risk management.
T
Risk response represents the options, alternatives, and actions that can be used should a risk event occur
T
Risk response represents the steps that will be taken to recover should a risk event occur.
T
Schedule Variance in dollars is the difference between what was planned to be spent (Planned Value) at a specific point in the schedule and what was actually earned (Earned Value) for that period.
T
Source identification focuses on uncovering the steps, tasks, or phases that are vulnerable to a risk event.
T
The EVM relies on the WBS to identify tasks. Time and costs are then collected for these tasks and EVM statistics then computed.
T
The Extreme approach is often used for projects that are high risk and critical to the firm's future.
T
The WBS can be helpful in identifying where in the project risk is likely to be an issue.
T
The cumulative budget (Planned Value) for week five is $25,000. The project has spent (Actual Cost) $24,000 but the value of the work done at the end of week five (Earned Value) is $50,000. The project may be ahead of schedule and may finish early.
T
The earliest finish and latest finish for those activities on the critical path are the same.
T
The failure to prepare adequately for the B.P. oil spill disaster is an example of how firms neglect risk planning.
T
The lowest level in a WBS should have enough detail and sufficient boundaries so that it can be assigned to one or more people and managed by the project manager.
T
The traditional approach belongs on the Predictive end of the Predictive-Adaptive spectrum.
T
The traditional approach is useful for global projects where work occurs in parallel across more than one business unit.
T
Using a numbering scheme, the top deliverable would be represented as "1."
T
When a spreadsheet is used to represent a WBS, the columns represent levels.
T
When a spreadsheet is used to represent a WBS, the rows represent tasks.
T
When comparing Traditional with Agile, the Agile approach focuses more on business needs.
T
When scope creep occurs, this may be a warning that the project may be out-of-control.
T
When two activities are dependent upon each other, they cannot be separated into two tasks.
T
A high priority project under substantial time constraints will include a recently developed software module that has been developed but not completely tested. The risk when including this module in the final system would be classified as a/an _________ risk.
Technical
When a project is shared across several organizations, this is an example of ___________________ .
distributing the risk
When an organization steps out-of-the-box during the search for a new project, they are engaging in _______________ search behavior.
external
A new product development project will use a component that could be in short supply. To mitigate the risk, they could identify other alternatives that could serve the same function. This is an example of reducing the risk by ________________ .
identifying alternatives
A WBS must include ________ percent of the work that needs to be done on a project.
one hundred percent
When a client requires that a project report must be outlined in a specific way, this is an example of a project ______________ .
requirement
When a project is behind schedule and the project manager requires that the group work additional hours, this is an example of _________________.
risk response
Apple and Samsung would be examples of two companies that represent ______________________ in the competitive market for smart phones.
rivalry among firms
The Earned value method is a technique that relies on measurement of both ____________ and ____________ to determine if a project is on schedule.
time, money
When an organization reaches an agreement with a vendor to provide services at a fixed cost, this is an example of ___________________ .
transferring the risk
Stakeholder management is not one of the nine knowledge areas defined by PMBOK.
True
Stakeholders can include those with a financial stake in the project.
True
Surveys are more appropriate than interviews when it is necessary to collect data from many individuals.
True
The Three Point Estimate when P=42, O=10 and R =20 is 22.
True
The WBS is an important tool in the development of the detailed schedule.
True
The development of the Risk Breakdown structure relies on the Work Breakdown Structure.
True
The initiation of the OCAM case was motivated by an external regulatory issue.
True
The pouring of a foundation during a house construction project would be considered a deliverable to the framing process
True
The timing of resource requirements must be included as part of the project charter plan.
True
Using the range when estimating activity times helps to express schedule risk.
True
When a project includes several sub-projects, each of them can be expected to involve the five process groups.
True
At a particular date in the schedule, Planned value is $200,000 and Earned value is $220,000. The Schedule Variance in dollars is _____________ .
20,000
Risk Identification should not be part of the Risk Management Plan.
F
A Task must be _________________ .
All of the above
According to the Project Management Body of Knowledge. PMBOK, a project charter is a document that formally authorizes a project and documents _____________________ .
All of the above
Projects can deliver ____________ .
All of the above
Which of the following is not one of the six steps in risk management?
Assignment of a risk manager
Risk monitoring primarily focuses on the project schedule.
F
Routine reports are sufficient to provide management with the data needed to effectively monitor the performance of projects.
F
A company that has created a very fast video processer used in many applications is an example of a company that has affected which of the following competitive forces.
Bargaining power of suppliers
A top rated athlete, in demand by all professional teams is an example of the _________________ .
Bargaining power of suppliers
Which of the following is not a Knowledge Area?
Budgeting
Which of the following is not a process group.
Budgeting
Scaling back should never be considered as a risk response strategy.
F
Which of the following is generally not a major issue in scope management?
Expanding Scope
Supplier risks are considered ____________ risks.
External
A Gantt Chart is not capable of displaying precedent relationships.
F
A Risk Breakdown Structure is limited to technical and external sources of risk.
F
A WBS has no relationship to the scope of a project.
F
A WBS is a schedule.
F
A major disadvantage of a traditional form of project organization is that the focus tends to be on the customer at the exclusion of the methods and procedures used to complete the project.
F
A project management approach refers to the way in which projects are scheduled.
F
A project steering committee is positioned at the highest level in the organization and oversees all projects including project selection.
F
A successor activity can have at most two predecessor activities.
F
Activities that overlap cannot be displayed on a Gantt Chart.
F
Activity H can only be started after activities E, F, and G have been completed. Activity H is called a burst activity.
F
Actual Costs are the cumulative sum of Weekly Budgeted Costs.
F
Adjectives cannot be used to define a task.
F
An activity can begin before activities that precede it are completed as long as the project is closely supervised.
F
Control systems are responsible for controlling costs, schedule, and quality. They are not used to address human resource problems since this responsibility must be left to the HR department.
F
Earned Value is always equal to the Planned Value for a specific week.
F
Evaluation of new project management software would be the responsibility of the Program Office.
F
Extreme projects are unlikely to be cancelled since they are so important to the future of the firm.
F
Hierarchical charts become cumbersome when there are fewer than three levels in the chart.
F
If activity A precedes Activity D, then activity C cannot also precede activity D.
F
In Agile, each step is called an Agile Activity.
F
In Agile, the term 'increment' is used to define the early stage in the planning process.
F
In Extreme projects, it is almost guaranteed that a useful outcome will occur.
F
In Extreme, the goals are clear but the steps necessary to get there are not clear.
F
In a well-planned project, all risks can be identified in advance of the execution phase.
F
In week 21 the Planned Value of a project is 300,000. Actual Cost is 300,000. The project is on schedule.
F
It is not possible for there to be more than one critical path in a project.
F
Most organizations prepare risk management strategies.
F
Most project managers, when developing the WBS, would include at least six levels.
F
Predictive and adaptive approaches should not be used in the same project since it will add to project confusion.
F
Project risk is primarily relevant to the planning stage of a project.
F
Prototyping is primarily used to test intermediate project results.
F
Two vendors provide separate software modules. During final testing they must work together to provide the appropriate system functionality. Which knowledge area is relevant to this task?
Integration Management
Source of project ideas can be ________________________ .
Internal or External
In the seventh week of a project, the Planned Value was $50,000. The Actual Cost is $140,000. Is the project over budget?
Not enough information is given
Which of the following is likely to have an influence over the firm's approach to project search?
Organizational Crisis
The business case was part of the _________________ process.
Planning
Which of the following is used to identify possible bottlenecks and then allocate resources to minimize the bottleneck effect.
Resource Leveling Chart
Which of the following is not suggested as a way to identify requirements.
Studying the attributes of previous products and services
A Program Office would be involved in the search for new projects as well in the approval and prioritization of all the firm's projects.
T
A Project Management Office, PMO, would be responsible for standardizing the use of approaches, standards, practices, and templates throughout the organization.
T
A WBS focuses on deliverables.
T
A complete WBS is more likely to be appropriate during the planning stage of a traditional project.
T
A disadvantage of the projectized organization is that the domain expertise of those assigned to a project can suffer because they no longer have a home in a functional area.
T
A formal risk management plan is an essential component of the project charter.
T
A perfectly controlled project that ended exactly as predicted would have both the Cost Variance and Schedule Variance in Time equal to zero.
T
A risk management plan addresses risk assessment.
T
Scope creep is a term used to express the tendency for the scope of a project to increase.
True
A company that holds an undisputed monopoly is a specific area enjoys an advantage in which of the following?
Threat of new entrants
A contract expresses requirements.
True
A formal business case statement can also be called a project statement.
True
A schedule was included as part of the planning process.
True
All projects involve five process groups.
True
An automobile assembly plant is an example of a continuous process.
True
Concrete measures of success are necessary for projects that focus on either products or services.
True
Focus groups can include a variety of stakeholders including customers.
True
Intermediate deliverables are those that must be complete before the project is complete.
True
Knowledge areas apply to each of the five process groups.
True
Optimistic budget estimates are common.
True
Projects deliver the competitive strategy for the organization.
True
Quality Assurance is one of the areas of interest in quality management.
True
Requirements are those product or service characteristics that must be met by the project.
True
Requirements gathering occurs in both the initiation and project charter (Planning) stages but it is more detailed in the charter stage.
True
Competitive firms in competitive markets are likely to engage in ____________ and _______________ project search behavior.
aggressive, external
Competitive forces, according to Porter, can be considered either Intense or ___________ .
benign
