CAPM
Interpersonal Skills of a PM
- Leadership - Team building - Motivation - Communication - Influencing - Decision making - Political and cultural awareness - Negotiation - Trust building - Conflict management - Coaching
3 types of organizational structure
-One of the main factors affecting the project in an organization. -Functional, Matrix & projectized
functional organizational structure
-Work is arranged within main business functions such as production, operations, marketing, and human resources -Requests transmitted through heads of departments. -Team members do project work and departmental work. -Most common form Advantages: easier management of specialists, team member report to only 1 supervisor, similar resources are centralized, clearly defined career path in areas of specialization. Disadvantages: people place more emphasis on their functional specialty, no career path in PM, PM has little/no authority.
A project manager is in the middle of creating a request for proposal (RFP). What part of the procurement process is she in? A-) Conduct procurements B-) Plan Procurements C-) Control Procurements D-) Close Procurements
Answer is B, she is in plan procurements process. Because procurement statement of work, procurement documents are prepared in plan procurements management process. And RFP is a procurement document as well. Therefore, it is prepared in plan procurements process. RFP was defining what the buyer is requiring from the seller. Knowledge Area: Procurement Management Knowledge Area
Why Projects are Initiated
Market Demand Strategic Opportunity/Business Need Social Need Environmental Consideration Customer Request Technological Advance Legal Requirement
Operational Work
Ongoing & repetitive (maintenance of the Golden Gate Bridge)
Project Team
PM & the group of individuals who perform the project work. Yes: PM (leader of the project team) Not: Sponsor
Contingency Reserve
Part of the budget used to address the cost impacts of remaining risks. Foreseen Risks. (Planned in the budget)
Management Reserve
Part of the budget used to address the cost of any unforeseen risks or changes. It's typically put on top of the Cost Baseline to come up with the cost budget.
Organizational Process Assets
Plans, processes, policies, procedures, and knowledge bases that are specific to and used by the performing organization. Includes lessons learned & Historical Information- Acts as an archive. Input to most planning processes.
Schedule Management
Process of developing, maintaining and communicating schedules for time and resource
There are three projectsthat are possible to be executed in your company: Project A: Payback period= 6 years & NPV =$ 3,000,000 Project B: Payback period=4 years & NPV =$ 2,000,000 Project C: Payback period=2 years &NPV =$ 1,000,000 Based on Net Present Value (NPV) criterion, which project should be selected? A-)Project A B-)Project B C-)Project C D-)None of them, they all have equal value
Project A has highest NPV of $ 300,000. Time value of money is already taken into account when calculating NPV of a project. Since Project A has the highest NPV, it should be selected.
Project Governance
Provides PM & team with structure, processes, decision-making models and tools for managing the project. Involves stakeholders, documented procedures, standards, responsibilities & authorities.
Directive PMO (definition)
Provides high control. this PMO actually directly manages the projects
A project estimate cannot be complete without?
Risk Management activities and the inclusion of reserves.
Communication Management
Stakeholders require different information.
Strong matrix Organization
Strong Matrix organizations (PM has more power) are more like Projectized organizations. PMs report to the head of PMO office. All other teams report to their functional manager.
Project - Definition
Temporary endeavor with a beginning and an end. Creates a unique product, service or result
You are a project manager for a major information systems project. Someone from the quality department comes to see you about beginning a quality audit of your project. The team, already under pressure to complete the project as soon as possible, objects to the audit. You should explain to the team that the purpose of a quality audit is: A-) Part of an ISO 9000 investigation B-) To check if the customer is following its quality process C-) To identify inefficient and ineffective policies D-) To check the accuracy of costs submitted by the team
The best answer is C, to identify inefficient and ineffective policies. B and D are irrelevant options because quality audit is done in order to check whether you are meeting the quality standards, whether you are following the quality procedures of your company. Therefore, it's not related whether the customer is following its quality processes. Or it is not related about accuracy of costs submitted by the team.
Role of Project Manager
The person assigned by the performing organization to achieve the project objectives Can report to a functional/program/portfolio Manger Link between strategy & team
Determine Budget Process
The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.
Budget definition
The total cost of the project Defines how much money a company needs to fund a project
Stakeholder Management
Treat each stakeholder accordingly.
Weak Matrixed organizations
Weak Matrixed organizations (Functional Manager has more power) are more like Functional Organizations. Project expeditor: act as staff assistants and communications coordinator. (cannot make any decisions) Project Coordinator: act like a project expeditor, but has some power and can make some decisions.
All of the following about communication models is true EXCEPT: A-) Sender encodes his thoughts and sends to receiver. B-) Information is sent by the sender to receiver with the assistance of medium. C-) Receiver acknowledges if he agrees with the information he received. D-) Message is decoded by the receiver into thoughts.
Which one is not correct about communication models? The answer is C, Receiver acknowledges if he agrees with the information he received. If you remember, acknowledgement was saying that the receiver got the message, but it does not mean that he or she agrees with the received message. Acknowledgement means only that the message sent by the other party has been received. Therefore, it does not mean an agreement, and here the best answer is C. Knowledge Area: Communications Management Knowledge Area
Supportive PMO Structure monitor compliance
low degree of control. Acts as repository Supplies templates, best practices, training & lessons
resource management
manage and regulate potentially renewable resources
Balanced Matrix Organization
organizational structure in which a project organization exists within the already existing functional hierarchy; a project manager is recruited from one of the functional departments to serve as the leader of the project
Procurement Management
processes to purchase or acquire products, services, or results from outside the project team
Life Cycle of Project
progression through a series of differing stages of development. High risk/uncertainty + low cost of changes at beginning of the project.
Functional Manager
responsible for only one area of organizational activity
Controlling PMO Structure
supports and requires compliance to tools & methods Medium degree of control.
Cost Management
the development and use of cost management information
Stakeholders
the people whose interests are positively/negatively affected by project activities. Includes all members of project team identification of stakeholders, understanding the degree of influence on project, and balancing their demands, needs and expectations are critical for a project.
Project Objectives
what needs to be achieved as a result of the project -Project only complete when objective is met. -Terminate project early if objective can't be met -meeting project's objective is the PM's responsibility -Quality activities are for checking if project meets its objective. (trade-off between requirements & objective)
Scope mgmt
Maintains boundaries of Projects
portfolio
A collection of programs to achieve a business goal. Used to facilitate strategic business objectives
program
A group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually.
Program Manager
A person who provides leadership and direction for the project managers heading the projects within a program
MBO (management by objectives)
A philosophy of management that reflects a positive, proactive way of managing. MBO requires all employers to establish written, measurable objectives that can later be used to periodically evaluate performance otherwise they need to implement corrective action.
Quality Management
A total commitment by everyone in an organization to improve the quality of procedures and products by reducing waste, errors, and defects.
All of the following are true EXCEPT: A) Near critical path is the second critical path of a project B) there can be negative float C) Critical Path of a project can change over time D) having several critical paths mean project has high risk
A) Near critical path is the second critical path of a project
During project executing, a team member comes to the project manager because he is not sure of what work he needs to accomplish on the project. Which of the following documents contain detailed descriptions of work packages? A-) WBS Dictionary B-) Activity List C-) Project scope statement D-) Scope management plan
A-) WBS Dictionary Work packages in a Work Breakdown Structure contain only nouns or a couple of words regarding a work or deliverable. Detailed information on what needs to be done, responsible, prerequisites, successors, due date etc. are included in the Work Breakdown Structure Dictionary. Knowledge Area: Scope Management Knowledge Area
You are the project manager of a software project team consisting of 2 analysts, 4 software developers and 3 test engineers. One new test engineer will join the team in two weeks. What will be the number of communication channels after new test engineer joins the team? A-)55 B-)50 C-)45 D-)36
A-)55 The total number of potential communication channels is n(n-1)/2, where n represents the number of stakeholders. Your team has 10 team members already (2 analysts, 4 software developers, 3 test engineers, and you as a project manager). After new test engineer joins, there will be 11 team members. Number of communication channels = 11*(11-1)/2=11*10/2 = 55
You are trying to gather ideas related to project and product requirements. Which technique is appropriate for this? A-)Brainstorming B-)Nominal Group Technique C-)Affinity Diagram D-)Multi-criteria Decision Analysis
A-)Brainstorming A technique used to generate and collect multiple ideas related to project and product requirements.
Your colleague Wayne, a project manager, completed a mp3 player development project. While he was telling his experiences from his project, he mentioned that they delivered "adjustable screen timeout duration" feature, without a deviation from the plan, although the customer did not require and was not in scope of the project. He added that customer was very surprised and happy when they saw this additional feature at the end of the project. Which of the following is correct about this story? A-)Gold plating was done in the project B-)Customer satisfaction increased with an additional feature which they did not expect C-)Change request has been delivered successfully D-)Unnecessary risk has been taken by adding a new feature to product.
A-)Gold plating was done in the project Gold plating refers to continuing to work on a project or task well past the point where the extra effort is worth the value it adds (if any). After having met the requirements, the assignee works on further enhancing the product, thinking the customer would be delighted to see additional or more polished features, rather than what was asked for or expected.
During project planning phase, which of the following steps come latest compared to others? A-)Hold kick-off meeting B-)Gain formal approval of the plan C-)Develop Budget D-)Develop Schedule
A-)Hold kick-off meeting Following is the order of steps in planning phase: Develop schedule Develop budget Gain formal approval of the plan Hold kick-off meeting Kick-off meeting is the last step of planning phase.
You are a project manager in a bicycle manufacturing company. Rubber for brake mechanism for your bicycles supplied by RuBrake Inc could not reach due to flood affected the transportation routes. This was a risk you thought it could happen since it happens each year on same season. So, as per your risk response plan, you started to use rubbers delivered one year ago. However, this response brought another risk -old rubbers have higher breaking risk during implementation to the brake system. This new risk can also be called: A-)Secondary risk B-)Residual risk C-)Contingency plan D-)Unmanageable risks
A-)Secondary risk Secondary risks are risks that arise as a direct result of implementing a risk response
Portfolio Manager
Are responsible for the high -level governance of a collection of projects, programs and operations, which may or may not be interdependent
law of diminishing returns
After a certain point, adding more input will not produce proportional increase in productivity. (I.e. due to extra coordination)
Project Management Office
An internal department that oversees (centralizes) all organizational projects. They may: -manage interdependencies between projects -help provide resources -terminate projects -monitor compliance with organizational processes -gather lessons learned -Provide templates -provide guidance for conflict -provide centralized communication about projects - be part of the change control board (approves if the project will be approved) -be a stakeholder
Projectized Organization
An organizational structure that is focused on projects. The project manager has authority over the resources assigned to the project. Once a project is done, the resources don't have anywhere to go and may be dismissed. Advantages: efficient project organization (everyone is on one team), loyalty to project (ultimate manager is PM), more effective communications than functional. Disadvantages: no "home" when the project is finished, lack professionalism in disciplines, duplication of facilities and job functions, less efficient use of resources
Conflict resolution techniques that may be used on a project include confronting, smoothing, forcing, and: A-) Withdrawing B-) Directing C-) Organizing D-) Controlling
Answer is A, Withdrawing, or in other words, avoiding. The other three are directing, organizing, and controlling, are not types of conflict resolution techniques. Therefore, the answer is A. Knowledge Area: Resources Management Knowledge Area
During risk management activities, 236 risks have been identified which are caused by 13 root causes. You could eliminate the 234 risks by your risk management activities. For remaining 2 risks, you, together with your team, could not find a way to mitigate or insure the risks. Also these 2 risks cannot be outsourced or removed from project scope. What is the best solution? A-) Accept the risk B-) Mitigate the risk C-) Avoid the risk D-) Transfer the risk
Answer is A, accepting the risk. When you read the case, the project manager tried first to eliminate the risk, then tried to mitigate or insure the risk. But all these options did not work. And the last step is the risk should be accepted by the project team and continuous reserves should be allocated in order to accommodate risks or in order to overcome the bad impacts of these risks when they occur. Therefore, the best answer here is accepting the risk and also planning contingency reserves. Knowledge Area: Risk Management Knowledge Area
Early in the life of your project, you are having a discussion with the sponsor about what estimating techniques should be used. You want a form of expert judgment, but the sponsor argues for analogous estimating. It would be BEST to: A-) Agree to analogous estimating, as it is a form of expert judgment B-) Suggest life cycle costing C-) Determine why the sponsor wants such an accurate estimate D-) Try to convince the sponsor to allow expert judgment because it is typically more accurate.
Answer is A. Agree to analogous estimating, as it is a form of expert judgment. Since analogous estimating is a type of expert judgment you can accept it. This is a tricky question. Knowledge Area: Cost Management Knowledge Area
You are the program level manager with several project activities underway. In the executing process group, you begin to become concerned about the accuracy of progress reports from the projects. What would BEST support your opinion that there is a problem? A-) Quality Audits B-) Risk Quantification Reports C-) Regression Analysis D-) Monte Carlo Analysis
Answer is A. quality audits. If you read the second sentence again, it says that you are concerned about the accuracy of progress reports from the project. In order to check whether the standards of your organization have been applied in the projects that you are responsible of, you can conduct a quality audit and find out whether there is really a problem. Therefore, here the best answer is A, Quality Audits. Knowledge Area: Quality Management Knowledge Area
You want to group your project stakeholders based on their authority and involvement in the project. Which of the following is appropriate model for this? A-) Power/Interest Grid B-) Power/Influence Grid C-) Influence/Impact Grid D-) Salience Model
Answer is B. Power/Influence Grid. Authority of a stakeholder represents power of the stakeholder and involvement of a stakeholder represents the influence level of the stakeholder. Therefore, answer is B. Power/Influence Grid. Knowledge Area: Stakeholder Management Knowledge Area
The project team is arguing about the prospective sellers who have submitted proposals. One team member argues for a certain seller while another team member wants the project to be awarded to a different seller. The BEST thing the project manager should remind the team to focus on in order to make a selection is the: A-) Procurement documents B-) Procurement audits C-) Evaluation criteria D-) Procurement management plan
Answer is C, evaluation criteria. The source selection criteria, or evaluation criteria defined in plan procurement management process actually defines, in an objective way, how quantitatively, the potential sellers will be evaluated in conduct procurements process. Therefore, if you have applied specific metrics, specific categories to evaluate, or assess a potential seller in conduct procurement process, then you have to use that metrics, use that categories to evaluate each seller one by one. And the sellers, which got the highest scores should be awarded with contract. Therefore, the team members should not go in argument about the selection of the sellers. Because you have already a quantitative metric to evaluate which seller is best matching to your source selection criteria. Knowledge Area: Procurement Management Knowledge Area
During every project team meeting, the project manager asks each team member to describe the work he or she is doing, and the project manager assigns new activities to team members. The length of these meetings has increased because there are many different activities to assign. This could be happening for all the following reasons EXCEPT: A-) Lack of a WBS B-) Lack of a responsibility assignment matrix C-) Lack of resource leveling D-) Lack of team involvement in project planning
Answer is C, lack of resource leveling. If you read the clauses again, here the problem is the activities or the tasks that need to be performed in the project are not clear. So, the reasons of these ambiguities, or these unclear points about the tasks that will be performed can be lack of a WBS. If you could not decompose your project activities and creation of WBS, then this might be causing the ambiguities in your project tasks. Also, if you do not have a clear and concise responsibility assignment matrix, then the resources of your project will have unclarity about who will do what in the project. Also, if the team was not involved in project planning, maybe you could not have identified the required steps, required tasks, activities that need to be performed in the project. So, options A, B, and D are the possible reasons for this case mentioned in the question. However, lack of resource leveling might be causing a scheduling problem. Resource leveling is a technique used in schedule management knowledge area, which was enabling the uniform distribution of tasks and activities in a project. Knowledge Area: Resources Management Knowledge Area
A schedule performance index, SPI, of 0.75 means: A-) Project is over budget. B-) Project is ahead of schedule. C-) Project is progressing at 75% of the rate originally planned D-) Project is progressing at 25% of the rate originally planned
Answer is C, project is progressing at 75% of the rate originally planned. A, is irrelevant because SPI is a schedule performance index. We cannot derive any conclusion about budget performance of the project with this index. B, is not correct because SPI is less than one, therefore, the project is behind schedule. And D, says that you have completed 25% of the work that you have originally planned, so it's not correct. The correct answer here is C, because SPI 0.75 means, you have completed 75% of your work that you have originally planned. Knowledge Area: Cost Management Knowledge Area
A project manager is quantifying risk for her project. She needs expert opinion in this process and related experts are spread over to different geographical locations. How can she continue? A) Using Monte Carlo analysis online B) Applying the critical path method C) Determine options for recommended corrective action D) Applying the Delphi Technique
Answer is D, applying the Delphi Technique. If you remember from our previous lectures, that technique was asking the experts opinion on a topic or on a problem and collecting their feedback anonymously and then sending back the results back to the experts again, and recollecting their responses again. And reiterating this process until a consensus is reached by all participants, by all experts. Therefore, since expert opinion is important for this case and experts are spread over different geographical locations, we can use Delphi Technique. Knowledge Area: Risk Management Knowledge Area
Project Management
Application of knowledge, skills, tools, and techniques to achieve targets within specified budget and time constraints
5 major Process groups of Project Management
Initiating Planning Executing Monitoring & Controlling Closing
matrix organizational structure
Attempt to get strengths of projectized and functional organization which makes it the most common. Team members report to the functional manager & PM. Advantages: highly visible project objectives, improved PM control over resources, more support from functional areas, max utilization of scarce resources, better coordination, better horizontal dissemination of information, team members maintain a "home". Disadvantages: extra admin required, more than one boss for project teams, more complex to monitor and control, tougher problem with resource allocation, need extensive policies & procedures, functional managers may have different priorities than PMs --> higher potential for conflict.
There has been several changes in your project and this affected your cost and schedule estimates. This has invalidated the original estimating assumptions. What is the estimate at completion (EAC) for your project based on following parameters? BAC = $ 360,000 AC = $ 120,000 EV = $ 180,000 CPI = 1.2 ETC = $ 145,000 A-)$ 300.000 B-)$ 265.000 C-)$ 325.000 D-)$ 360.000
B-)$ 265.000 BAC = AC + ETC = $ 120.000 + $ 145.000 = $ 265.000
Determine Budget is the process of determining an authorized cost baseline. All of the following about Budget is true EXCEPT: A) Defines how much money will be spent for each activity B) Defines how much money the customer will pay for the project C) Defines how much money or funds the company should have available D) includes costs regarding risks
B) Defines how much money the customer will pay for the project
You are working in a software company. In order to provide better quality in projects, your company has initiated an infrastructure renewal project. This is an example of which project initiation reason? A) Market Demand B) Technological Advance C) Customer Request D) Legal Requirement
B) Technological Advance
You are trying to establish a cost performance baseline for your project in Determine Budget Process. You can use the following tool and techniques EXCEPT: A-) Cost aggregation B-) Bottom-up estimating C-) Expert judgment D-) Historical relationships
B-) Bottom-up estimating Tools and techniques used in Determine Budget Process are: Cost aggregation Reserve analysis Expert judgment Historical relationships Funding limit reconciliation Bottom-up estimating is used in Estimate Costs Process.
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? A-) Initiating B-) Executing C-) Monitoring & Controlling D-) Closing
B-) Executing Answer is B. Executing. Questions states that team member feels some of the measures on his activities are not valid. Therefore, he must be working during the executing phase of the project where project deliverables are produced and project members perform most of the work they should do. Knowledge Area: Project Management Processes
Your Company has entered into a joint venture with Service Company to develop a software program. Which of the following should be cooperatively prepared by both the buyer and the seller during teaming agreement process? A-)Contract B-)Contract, Procurement statement of work C-)Request for proposal D-)Human Resource Plan
B-)Contract, Procurement statement of work In some cases, the seller may already be working under a contract funded by the buyer or jointly by both parties. The effort of the buyer and seller in this process is to collectively prepare a procurement statement of work that will satisfy the requirements of the project. The parties will then negotiate a final contract for award.
All of the following are hygiene factors according to Herzberg's Theory EXCEPT: A-)Salary B-)Professional Growth C-)Security D-)Relationships at work
B-)Professional Growth According to Herzberg's Theory, there are hygiene factors and motivating agents. Inadequate Hygiene factors may destroy motivation but sufficient hygiene factors itself are not enough to motivate people. Hygiene factors are: Working card Salary Personal Life Relationships at work Security Status
You are working as a project manager in a company. You have the highest degree of authority, you are working full-time for your project and you manage the budget of the project. What is the organization structure in your company? A-)Strong Matrix B-)Projectized C-)Functional D-)Balanced Matrix
B-)Projectized In a projectized organization structure, project manager has the highest level of authority, works full-time and manages the budget of the project
All of the following are tools and techniques that can be used in Identify Stakeholders process EXCEPT: A-)Expert Judgment B-)Stakeholder Register C-)Meetings D-)Stakeholder Analysis
B-)Stakeholder Register Stakeholder analysis, Expert Judgment and Meetings are tools and techniques that can be used in Identify Stakeholders process. Stakeholder Register is an output of Identify Stakeholders process.
The seller`s project is undertaken on contract and you are an employee of the seller. Since you earlier worked with XYZ Factory, the buyer, you happen to be aware of the evaluation criteria used in XYZ Factory to select sellers. You understand that this could be a potential conflict of interest situation. How do you propose to act? A-)Do nothing and continue to work as before B-)Take appropriate person in XYZ Factory into confidence and discuss this issue with her C-)Disclose the evaluation criteria to your (seller) organization and help their business growth D-)Remove yourself from the project
B-)Take appropriate person in XYZ Factory into confidence and discuss this issue with her. Since the evaluation criteria are proprietary information of XYZ Factory, it is important for you to discuss the matter directly with the appropriate person in the XYZ Factory.
Risk management
Keep up to date status of risks, mitigation, and current status
During Determine Budget Process of your project, you concluded that the project budget will be $100,000. After you have spent $20,000 in your project, when you re-estimated the remaining work to be completed, you found out that you will need $90,000 more. What is the Estimate at Completion (EAC) for this project? A) $90k B) $100k C) $110k D) $120k
C) $110k
All of the following about Critical Path are true EXCEPT: A) Longest path in the network diagram B) All activities in the critical path have zero float C) Critical Path activities can be delayed without changing end date of project. D) There can be several critical paths in a project
C) Critical Path activities can be delayed without changing end date of project.
A manager and the head of engineering discuss a change to a major work package. After the meeting, the manager contacts you and tells you to complete the paperwork to make the change. This is an example of: A-) Management attention to scope management. B-) Management planning. C-) A project expediter position. D-) A change control system.
C-) A project expediter position. In this situation, project manager acts as the secretary of the project and does the paperwork. So this is an example of a project expediter position where the project manager does not have any authority and power. The project manager does only paperwork. Knowledge Area: Organizational Influences and Project Lifecycle
Your project management plan results in a project schedule that is too long. If the project network diagram cannot change but you have extra personnel resources, what is the BEST thing to do? A-) Fast track the project. B-) Level the resources. C-) Crash the project. D-) Monte Carlo analysis.
C-) Crash the project. Because, in first sentence, it is mentioned that schedule is too long, therefore the aim is making a shorter schedule. And in the second sentence it is mentioned that you have extra personnel resources. If you have resources, you can put more resources in an activity to complete it in a shorter time. And this is actually a description of crashing an activity or crashing the project. If you look to the other options, fast tracking was performing activities in parallel instead of series, therefore it is irrelevant. Leveling the resources was for fixing the over-allocation of resources and distributing the tasks to all your resources uniformly. And Monte Carlo analysis was another estimating tool which is irrelevant choice as well. Therefore, here the best answer is C. Knowledge Area: Schedule Management Knowledge Area
You are a new project manager who has never managed a project before. It would be BEST in this situation to rely on _____ during planning in order to improve your chance of success. A-) Your intuition and training B-) Stakeholder analysis C-) Historical information D-) Configuration management
C-) Historical information Historical information. First thing to explore before starting a new project is the historical information about similar projects in the organizational process assets library of the organization. Knowledge Area: Integration Management Knowledge Area
Johnis a project manager of a complicated project. When he started creating a work breakdown structure for his project, he realized that it is too complex to complete work breakdown structure on a single sheet. You, as a colleague of John, recommend using a work breakdown structure numbering system to John to: A-) Determine the complexity of the project B-) Help in automating the WBS using appropriate software C-) Provide a hierarchical structure for each WBS element D-) Present risks of the project
C-) Provide a hierarchical structure for each WBS element The WBS is finalized by assigning each work package to a control account and establishing a unique identifier for that work package from a code of accounts. These identifiers provide a structure for hierarchical summation of costs, schedule, and resource information.
In the context of a desirable model of communication between a sender and a receiver, all the following statements are correct EXCEPT: A-) Noise should be at minimum level. B-) Receiver must reply the message after decoding the message. C-) Receiver should acknowledge first and then agree with the message sent by the sender. D-) Receiver should send a feedback message to the sender.
C-) Receiver should acknowledge first and then agree with the message sent by the sender. As part of the communications process, the sender is responsible for the transmission of the message, ensuring the information being communicated is clear and complete, and confirming the communication is correctly understood. The receiver is responsible for ensuring that the information is received in its entirety, understood correctly, and acknowledged or responded to appropriately. However, receiver may not agree on received message
During a meeting with some of the project stakeholders, the project manager is asked to add work to the project scope. The project manager had access to correspondence about the project before the project charter was signed and remembers that the project sponsor specifically denied funding for the scope mentioned by these stakeholders. The BEST thing for the project manager to do is to: A-) Let the sponsor know of the stakeholders' request. B-) Evaluate the impact of adding the scope. C-) Tell the stakeholders the scope cannot be added. D-) Add the work if there is time available in the project schedule
C-) Tell the stakeholders the scope cannot be added. After the scope of a project is finalized and scope baseline is determined, it can be changed only with the approved changed requests. If there is not an approved change request, existing scope baseline must be valid and project team must work on to deliver that scope only. In the scenario, scope is defined already but some stakeholders ask to add new work to the scope. This cannot be done unless there is an approved change request. Therefore, stakeholders must be informed that this new work cannot be added. Knowledge Area: Scope Management Knowledge Area
Portfolio managers are responsible of managing: A-)Dependency of different projects B-)Operational projects only C-)Projects, programs and operations D-)Functional work and projects
C-)Projects, programs and operations The relationship among portfolios, programs, and projects is such that a portfolio refers to a collection of projects, programs, sub-portfolios, and operations managed as a group to achieve strategic objectives.
You have documented all possible risks that can affect your project with appropriate risk responses when they occur in your risk management plan. All other remaining risks are called as: A-)Risk Triggers B-)Unmanageable Risks C-)Residual Risks D-)Accepted Risks
C-)Residual Risks Residual risks that are expected to remain after planned responses have been taken, as well as those that have been deliberately accepted.
You are expected to manage stakeholder's expectations as a project manager. All of the following are interpersonal skills that you should apply EXCEPT: A-)Building trust B-)Resolving conflict C-)Risk taking D-)Active listening
C-)Risk taking The project manager applies interpersonal skills to manage stakeholder's expectations. For example: Building trust Resolving conflict Active listening Overcoming resistance to change
Integration Mgmt
Control process and cohesive execution with all PM Process.
7 Project Management Constraints
Cost Scope Time Quality Customer Satisfaction Risk Resources
What should a Project Manger Have? Competences
Knowledge about project management Performance (how they apply knowledge) Personal (behavior)
What are enterprise environmental factors?
Enterprise environmental factors are internal and external factors that influence the circumstances around a project. They often provide constraints to project management. Examples include: - Marketplace conditions - Stakeholder risk tolerances - Existing human resources - Organizational structure - Industry standards - Political climate - Infrastructure - e.g. existing facilities or capital equipment
In your construction project, a worker builds up 5 meters of wall in a day. Since this task has been delayed and needs to be finished as soon as possible, you decided to put another worker to work on building up this wall. When you checked again the status, you have seen that 2 workers started to build up 8 meters of wall in a day instead of 10 meters of wall. This can be explained by: A) Team ineffectiveness B) Opportunity Cost C) Demotivated Resources D) Law of Diminishing Resources
D) Law of Diminishing Resources
Which of the following is NOT a characteristic of a Project? A) It has a beginning and an end B) Creates a unique product or service C) Temporary D) Repetitive and ongoing for years
D) Repetitive and ongoing for years
Your company just won a major new project. It will begin in three months and is valued at 2m USD. You are the project manager for an existing project. What is the FIRST thing you should do once you hear of the new project? A-) Ask management how the new project will use resources B-) Resource level your project C-) Crash your project D-) Ask management how the new project will affect your project
D-) Ask management how the new project will affect your project Ask management how the new project will affect your project. Since this is another project that your company is going to execute, you need to be sure whether it will impact your project. Knowledge Area: Integration Management Knowledge Area
An activity has an early start (ES) of day 3, a late start (LS) of day 13, an early finish (EF) of day 9, and a late finish (LF) of day 19. The activity: A-) Is on the critical path. B-) Has a lag. C-) Is progressing well. D-) Is not on the critical path.
D-) Is not on the critical path. Because if you look to the early start and late start values of the activity, you can find the float or the slack of activity's time by subtracting early start, 3 days, from the late start, 13 days. And it gives 10 days of float for this activity. You will find the same result if you go through subtracting the early finish, 9 days, from the late finish, 19 days. Since the float of activity or the slack of the activity is greater than zero, it's not on the critical path. Remember the critical path activities was having zero float, therefore the answer is D. Knowledge Area: Schedule Management Knowledge Area
Which of the following is NOT true for a project? A-) Projects are constrained by limited resources B-)Projects are planned, executed, and controlled C-) Projects create a unique product or service D-) Projects are ongoing and repetitive
D-) Projects are ongoing and repetitive A project is a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a definite beginning and ending.
Which of the following techniques includes measuring, examining, and validating whether work and deliverables meet requirements and product acceptance criteria? A-)Workshops B-)Surveys C-)Expert Judgment D-)Inspection
D-)Inspection Inspection includes activities such as measuring, examining, and validating to determine whether work and deliverables meet requirements and product acceptance criteria.
