MG 335 QUIZLET
A project with Earned Value (EV) = $1000, Actual Cost (AC) = $800 and Planned Value (PV) = $800. What is the Schedule Variance (SV)? $200 $0 -$100 -$200
$200
Name the parts of this activity node
1. Early Start (ES) 2 Activity ID 3. Early Finish (EF) 4. Slack 5. Late Start (LS) 6. Duration 7. Late Finish (LF)
A point or matter in question or in dispute, not settled or over which there are opposing views or disagreements is called a(n) _____: a. issue b. assumption c. constraint d. risk
A. issue
The project charter grants the project team the right to: a. R & D project life cycle b. Agile project life cycle c. DMAIC model d. Construction project life cycle
Agile project life cycle
The project life cycle where the majority of the project work is conducted in iterations (sometimes called sprints) is called: a. DMAIC model b. Agile project life cycle c. R & D project life cycle d. Construction project life cycle
Agile project life cycle
How much the total project was supposed to cost. Estimate to Complete (ETC) Budget at Completion (BAC) Estimate at Completion (EAC) Planned Value (PV)
Budget at Completion (BAC)
Activity A represents what type of activity? Merge Burst Successor Beginning of critical path
Burst
What is CAPM? Certified Associate in Project Management Capital Asset Project Manager Certified Assistant Project Manager
Certified Associate in Project Management
What does Cost Performance Index (CPI) measure? Cost efficiency of budgeted resources Efficiency of scheduled resources as it relates to budget Whether project is ahead of/ on / or behind schedule How much work is done and is left to be done.
Cost efficiency of budgeted resources
What value indicates how much done is done? Planned value (PV) Earned value (EV) Cost value (CV) Actual cost (AC)
Earned value (EV)
The process of estimating the types of qualtities of material, human resources, equipment or supplies required to perform each activity. Resource management planning Activity dominated scheduling Resource dominated scheduling Estimate activity resources
Estimate activity resources
According to EVM, which term below represents the outstanding amount of money required to finish the project? Planned Value (PV) Earned Value (EV) Estimate to Complete (ETC) Estimate at Completion (EAC)
Estimate to Complete (ETC)
A project management plan is a formal document that defines how the project will be initiated and planned. T F
F
Baselining is defined as a technique for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts. T F
F
Common purposes for project communications include status reporting and efforts to obtain approval of project outputs. T F
F
Crashing is a project schedule compression technique that relies extensively on overlapping activities and a high degree of concurrency. T F
F
Estimate Activity Resources focuses exclusively upon the identification of the number of human resources required to perform each scheduled activity. T F
F
GANTT refers to the Generalized Activity Network Tracking Technique which was developed to better understand how variability in the duration of individual activities impacts the expected project duration. T F
F
Organizing the second level of the Work Breakdown Structure by major design components facilitates rolling wave planning. T F
F
Projects can only result in a unique product or service that a company can sell. T F
F
Resource leveling is a network scheduling technique that seeks to assign nearly equivalent work units to each member of the project team. T F
F
Since work packages provide the basis for future project planning activities, they should be as detailed as possible. T F
F
The best project scope statements are brief, succinct and limit their focus specifically to the work to be performed. T F
F
The critical path is the sequence of activities that represent the shortest path through the project, which determines the shortest possible duration of the project. T F
F
The first process in developing a project schedule is to identify all the resources available to work on the project. T F
F
The process of estimating the types and quantities of material, human resources, equipment, or supplies required to perform each activity is called a "project staffing analysis." T F
F
The project charter serves as a formal legal contract between the project team and the project sponsor. T F
F
The project resource allocation plan is a component of the human resource management plan that describes when and how project team members will be acquired and how long they will be needed. T F
F
The project scope refers to the features and functions that characterize a product, service or result. T F
F
When determining resource availability, project managers need only consider full-time, internal resources. T F
F
While a "RACI" chart may be very useful for assigning activities to core team members and project managers, the sheer number of subject matter experts on many projects renders the RACI chart impractical for large projects. T F
False
What project schedule reduction technique is shown here? Crashing Critical Chain Fast Tracking Resource Compression
Fast Tracking
A technique to move forward through a diagram to calculate activity duration. Early-Start, Late-Start Calculation Backward pas Forward pass PERT calculation
Forward pass
This graphic representation of work done or production completed in certain periods of time in relation to the amount planned for those periods. Activity-on-Node PERT chart Gantt chart Precedence diagram
Gantt chart
All of the following are advantages associated with managing projects in a projectized organization EXCEPT: a. One boss - the project manager b. Response times and decision making are swift. c. Departmental barriers are reduced. d. New assignment is guaranteed after the project ends
New assignment is guaranteed after the project ends
What value indicates how much work should be done? Earned value (EV) Cost variance (CV) Planned value (PV) Schedule variance (SV)
Planned value (PV)
A technique in which the scheduled activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are performed. Precedence activity Activity-on-Diagramming Precedence diagramming method Schedule modeling
Precedence diagramming method
A technique in which the scheduled activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are performed. Precedence activity Activity-on-Diagramming Precedence diagramming method Schedule modeling
Precedence diagramming method
What is the PMI? Project Management Institute - the governing body for credentialing, project standards and methodologies. Project Methodology Institute - organization for credentialing, project standards and methodologies in project management. It is the international credential for project managers
Project Management Institute - the governing body for credentialing, project standards and methodologies.
Projects typically fail because Project expectations are unclear Not enough of the right resources are available. Inadequate planning The project manager is not PMP certified and incompetent.
Project expectations are unclear Not enough of the right resources are available. Inadequate planning
Meeting the triple constraints is often used as determinants of project success. Which other factors may be useful in determing if the project was successful? Project required purchase of new equipment. New hires for project increased employee diversity. Project is in line with corporate goals
Project is in line with corporate goals
Which of the following statements correctly describes project management? a. Project management applies knowledge, skills, tools and techniques to project activities. b. Project management should not involve tradeoffs between scope, schedule and cost. c. Project management only relies upon checklists to plan and execute the work. d. Project management's goal is to maintain efficiency of ongoing operations.
Project management applies knowledge, skills, tools and techniques to project activities.
A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply. Resource overload splitting Resource peak demand Resource leveling Resource shifting
Resource leveling
What value indicates how much is the project timing/progression is ahead or behind? Schedule index (SI) Earned value (EV) Variance at completion (VAC) Schedule variance (SV)
Schedule variance (SV)
Projects selected by an organization must be directly related to the organization's strategy operating procedures level of product maturity budget alignment
Strategy
A charter is used to quickly screen potential projects and to eliminate the poor choices. T F
T
A deliverable is any unique and verifiable product, result or capability to perform a service that is required to be produced to complete a process, phase, or project. T F
T
A key concept in agile projects is that something of value will be delivered at each iteration. T F
T
A project is a temporary endeavor undertaken to create a unique product, service or result. T F
T
A successor activity follows a predecessor activity based on their logical relationship. T F
T
A well-written business case should persuade decision-makers to support the project. T F
T
At the time the project charter is prepared there is typically a very general understanding of the project, so if a budget is included it can only be a rough estimate. T F
T
By using a systematic process of creating a Work Breakdown Structure, project team members can ensure that they remember all deliverables that need to be created. T F
T
Crashing almost always accelerates the schedule while increasing project cost, whereas fast tracking almost always accelerates the schedule while increasing project risk. T F
T
Estimate cost is the process of developing an approximation of the monetary resources needed to complete project activities. T F
T
Even when a project team does not identify individual activities, it will still need to determine how many resources are needed to complete the project T F
T
Fast Tracking is a project schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration. T F
T
If a problem occurs during project execution, the Work Breakdown Structure can be used to understand exactly where and why the problem occurred. T F
T
If a project manager delays the start of an activity on the critical path, then the expected completion date of the project will occur at a later date than originally planned. T F
T
If a project resource is excessively overloaded, it may be necessary to reduce the project scope. T F
T
In order for activities to be useful as schedule building blocks, they should have tangible output that can be verified. T F
T
In order to avoid project delays, project managers confronted with resource overloads will naturally seek to exploit the slack associated with non-critical activities. T F
T
In order to construct a project Work Breakdown Structure, a project team needs to enlist support from subject matter experts who understand how each portion of the work will be accomplished. T F
T
It is important to assign a unique number to every component in the project Work Breakdown Structure. T F
T
On small projects, the cost management plan may simply address the accuracy of estimating, the source of funding and cost reporting procedures. T F
T
Once the project is underway, each potential change to a project is normally documented by some sort of change request. T F
T
One approach to identify which activities contribute to work overload for a particular resource is to compare the resource histogram to the Gantt chart schedule. T F
T
PERT refers to the Program Evaluation and Review Technique, which was developed in the 1950s to better understand how variability in the duration of individual activity durations impacts the entire project schedule. T F
T
Plan cost management is the process that establishes the policies, procedures and documentation for planning, managing, expending, and controlling project costs. T F
T
Plan scope management is the process of creating a project scope statement. T F
T
RACI (Responsible, Approve, Consult, Inform) charts go beyond a communication plan in that they identify every project activity and specify the exact involvement of each stakeholder. T F
T
Scoring models are most useful when there are multiple projects and several criteria to consider. True False
T
Stakeholders include both those who will use the result of a project as well as those who will be affected by the result of a project. T F
T
The "start-to-start" logical relationship used in activity sequencing applies to the case in which a successor activity cannot start until a predecessor activity has started. T F
T
The Work Breakdown Structure is normally developed by listing major deliverables and then progressively smaller ones, until the team feels that every deliverable has been identified. T F
T
The enumeration method of determining the critical path relies upon identification of all paths through the project network. T F
T
The length of time to perform an activity is often dependent upon who will do that work. T F
T
The most conventional approach to create a Work Breakdown Structure is to adopt a "top-down" approach, which can be used when the project work is familiar to the team. T F
T
The plan-do-check-act model used to improve processes is also an effective model that project managers can use to improve project meetings. T F
T
The project scope is the work that must be performed to deliver a product, service or result with the specified features and functions. T F
T
The project scope statement will frequently state what features and work elements are excluded from the project in addition to stating which are included. T F
T
The signing of the project charter signals the transition from the high-level project initiating stage into the more detailed project planning stage. T F
T
There is often terrific pressure to complete a project as quickly as possible. To confront this pressure, a project manager should quickly promise to meet the deadlines requested by the sponsor and then assemble a team to create the corresponding schedule. T F
T
When constructing a responsibility matrix or "RACI" chart, it is important to ensure that only one person has primary accountability for any activity. T F
T
When developing a project schedule, total float (or slack) refers to the amount of time a schedule activity may be delayed from its early start date without delaying the project finish date. T F
T
When identifying people to work on the project, it is helpful to consider their professional disciplines, skill levels and their physical location. T F
T
When project managers include diverse perspectives in making decisions, they can often avoid major risks that a single perspective would not uncover. T F
T
When recruiting resources to support a project, it is helpful to bring core team members and key subject matter experts on board as early as possible, to help plan the project and develop the project culture. T F
T
When resource overloads are extreme, project managers may need to consider the acquisition of additional resources, reductions in scope or extensions to the project schedule. T F
T
While expensive, it is often advisable for virtual team members who live across the globe to meet face-to-face at least once, especially early in the project. T F
T
While the lowest level of decomposition in a Work Breakdown Structure is the work package, work packages can still be decomposed further into project activities. T F
T
Your project figures are: PV = $25,000 EV = $30,000 AC = $29,000 BAC = $100,000 You calculated EV/AC = 1.034 what does that mean to your project at this point? This CPI indicates that you are over budget This CPI inidicates that you are under budget This SPI indicates that you are ahead of schedule This SPI indicates that you are behind schedule
This CPI inidicates that you are under budget
Why should you spend time identifying all the stakeholders for your project? To find potential champions who will support the project To ensure that the project objectives meet everyone's expectations of success. To ensure you can avoid their personal objects before you start the project. To be politically astute and identify possible obstacles early.
To find potential champions who will support the project To ensure that the project objectives meet everyone's expectations of success.
Payback period models do not consider the amount of profit that may be realized after the costs are paid. True False
True
A quantifiable deviation, departure, or divergence away from a known baseline or expected value. Departure Index Variance Metric
Variance
Consider the programmers resource histogram presented in Figure 8-3. Which activity is an ideal candidate to delay in order to achieve a feasible schedule? a. Activity C - Draft User Manual b. Activity F - Correct Defects c. Activity A - Define Requirements d. Activity B - Design Application
a. Activity C - Draft User Manual
Consider the excerpt of the Internet Project risk register presented in Figure 10-1. Which of the following risk events should receive the highest priority for the development of risk responses? a. C - IS resources are spread too thin b. D - The intranet site suffers a security breach c. B - web infrastructure lacks sufficient transaction capacity d. A - project requires new technology and support structure
a. C - IS resources are spread too thin
Estimating the number of work periods that will be needed to complete individual schedule activities characterizes which of the following time management processes? a. Estimate activity duration b. Define activities c. Sequence activities d. Create WBS
a. Estimate activity duration
All of the following accurately describe earned value management EXCEPT: : a. It is good for performance reporting but not for forecasting b. It is used to make predictions concerning the project schedule and cost control until the project's conclusion. c. It is used as a decision-making tool. d. It enables a project team to understand progress in terms of both cost and schedule.
a. It is good for performance reporting but not for forecasting
Which of the following measures is best suited for determining whether the project is on, ahead or behind schedule? a. Schedule Variance (SV) b. Estimate to Complete (ETC) c. To Complete Performance Index (TCPI) d. Schedule Compliance (SC)
a. Schedule Variance (SV)
Which of the following statements best describes the contemporary use of financial models and scoring models for project selection? a. These methods are often used together to ensure financial and non-financial factors are both considered. b. Financial methods are preferred because they ensure alignment with the organization's strategic goals. c. Scoring models are unreliable because they fail to consider financial factors. d. One of these techniques is typically used to the exclusion of the other, due to time demands.
a. These methods are often used together to ensure financial and non-financial factors are both considered.
Which of the following statements accurately describes a project management plan? a. a formal document that describes how the project will be executed, monitored and controlled b. a formal document that describes how the project will be initiated and planned c. a formal document that focuses on how the project's financial results will be tracked d. a formal document that defines how the project will be terminated and closed
a. a formal document that describes how the project will be executed, monitored and controlled
Work Breakdown Structures can be displayed in a variety of formats including which of the following? a. an indented outline format b. an inverted pyramid c. fishbone or cause and effect diagram d. a sequential process diagram
a. an indented outline format
According to PMI's "Code of Ethics and Professional Conduct", project managers should exhibit all of the following behaviors EXCEPT a. authority - exert economic and political power b. responsibility - take ownership for decisions c. honesty - understand the truth and act in a truthful manner d. fairness - make decisions and act impartially
a. authority - exert economic and political power
The approved version of a work product that can be changed only through formal change control procedures is called a ____: a. baseline. b. benchmark. c. requirement. d. component.
a. baseline.
Which estimating technique decomposes the work into detailed pieces for which estimates are prepared and then aggregated into a total quantity for the project? a. bottom-up estimating b. decomposition estimating c. piece meal pricing d. grass roots estimating
a. bottom-up estimating
Which of the following charter elements defines the project purpose and justifies the necessity of the project? a. business case b. scope control plan c. acceptance criteria d. scope overview
a. business case
By identifying stakeholders and their needs, project managers can be more effective in all the following ways EXCEPT: a. derive the final budget b. prioritize among competing objectives. c. develop a shared sense of risk. d. serve as good stewards of the organization's resources.
a. derive the final budget
Which of the following examples is NOT a typical or appropriate situation to employ project management?
a. developing a new product b. improving an existing work process c. installing a new computer system d. conducting a routine, standard customer service operation
The process of developing an approximation of the cost of the monetary resources needed to complete project activities is known as: a. estimate cost. b. capital budgeting. c. estimate resources. d. activity resourcing.
a. estimate cost.
The documentation of a project cost estimate generally requires substantial supporting detail to include all of these EXCEPT: a. management reserve needs b. the estimating methods and a range of possible outcomes. c. assumptions and constraints. d. a description of scope.
a. management reserve needs
The sequencing of activities is often based upon dependencies between the activities. The dependencies that should guide activity sequencing can be either: a. mandatory or discretionary b. critical or non-critical c. interior or exterior d. opportunities or threats
a. mandatory or discretionary
Activity based costing allocates indirect costs to fixed costs based on different types of cost drivers. Which of the following is one of the cost drivers that serve as a basis of cost allocation? a. number of units produced b. number of labor hours c. direct equipment costs d. quantity of materials used
a. number of units produced
Milestones are important points in a project schedule that can serve as check points for project managers and sponsors. All of the following reasons might justify the decision to establish a milestone EXCEPT: a. scheduling team status meetings b. completion of a major deliverable c. a merging point where multiple activities must be completed before progress can continue d. the time right before a large amount of money needs to be committed
a. scheduling team status meetings
During iteration planning in an agile project, agreement is reached regarding: a. the definition of done. b. positive and negative risks. c. detailed stakeholder requirements. d. the length of the next sprint.
a. the definition of done.
Which of the following activities illustrates a risk response strategy designed to mitigate a threat? a. train a team member to cover for a potentially unavailable key resource b. change the project plan or scope c. adopt a fixed price type contract d. develop change control procedures
a. train a team member to cover for a potentially unavailable key resource
A principal idea in agile is that relationships with stakeholders need to be based on collaboration, communications and ____. a. trust b. confidentiality c. power d. urgency
a. trust
In the PMBOK, the five logical groupings of the project management inputs, tools and techniques, and outputs are called the: a. project management process groups b. life cycle stages c. phases and gates d. project management knowledge areas
a. project management process groups
Which of the following accurately describes risk in project management? a. Project managers should always be risk averse b. A risk may impact the project in a positive or negative way. c. Risk assessment should remain objective and uninfluenced by stakeholder priorities. d. Some projects have no risks
b. A risk may impact the project in a positive or negative way.
Which of the following statements correctly describes a weakness associated with the financial project selection model? a. The Internal Rate of Return (IRR) method is difficult to use when a project has conventional cash flows. b. Payback period models do not consider the profit to be realized after the costs are paid. c. The benefit-to-cost models favor projects which generate the smallest absolute return over a specified period. d. The Net Present Value (NPV) method does not consider the time value of money.
b. Payback period models do not consider the profit to be realized after the costs are paid.
All of the following statements concerning project portfolios are true EXCEPT: a. The projects in a portfolio are grouped to be managed collectively. b. Portfolios cannot include operations and programs. c. Portfolios usually include a mix of high-risk and low-risk projects. d. All projects in a portfolio contribute to the organization's goals.
b. Portfolios cannot include operations and programs.
Which of the following is an advantage associated with the matrix organization? a. Having multiple bosses. b. Resources can be shared between departments and projects. c. Faster response times and decision making. d. Unity of command - one clear supervisor for each employee.
b. Resources can be shared between departments and projects.
Consider the project performance report presented in figure 14.1. What valid conclusion can you draw regarding the project schedule performance as of October 31, 20XX?
b. The project is $26,000 behind schedule.
Consider the project performance report presented in figure 14.1. What valid conclusion can you draw regarding the project cost performance as of October 31, 20XX?
b. The project is $8,000 over budget.
Which of the following items best describes a project Work Breakdown Structure (WBS)? a. an organizational chart depicting who will perform project work b. a tool that the team uses to progressively divide deliverables into smaller pieces c. a schedule depicting when project work will be performed d. a list of activities to complete the project work packages
b. a tool that the team uses to progressively divide deliverables into smaller pieces
Which of the following statements most accurately identifies the typical contents of the project charter? a. purpose, literature review, methodology, results and conclusions b. business case, milestone schedule, resource estimates and team operating principles c. statement of work, terms and conditions, clauses and delivery instructions d. requirements, specifications, test protocols and test results
b. business case, milestone schedule, resource estimates and team operating principles
The technique for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts is called: a. rolling wave planning b. decomposition c. parent child relationship d. requirements traceability
b. decomposition
Project charters typically include all of the following elements EXCEPT: a. project constraints b. detailed resource requirements c. positive and negative risks d. project assumptions
b. detailed resource requirements
What type of cost is incurred when a project must be conducted faster than normal, and overtime for workers and / or extra charges for rapid delivery from suppliers are necessary? a. nonrecurring costs b. expedited costs c. variable costs. d. marginal costs
b. expedited costs
Which of the following responses identifies a common type of logical dependency used to sequence project activities? a. last-in; last-out b. finish-to-start c. first-in; first-out d. last-in; first-out
b. finish-to-start
The amount of time a schedule activity can be delayed without delaying the early start date of any successor is known as: a. contingency b. free float c. reserve d. lead
b. free float
Project stakeholders can be prioritized based on a number of factors, including one of the following: a. tenure b. impact c. fame d. personality
b. impact
Events discovered during Identify Risks that may or may not occur are often categorized as: a. unknown unknowns b. known unknowns c. known certainties d. known knowns
b. known unknowns
Which of the following organizational structures runs contrary to the unity of command principle - that each employee works for a single supervisor? a. functional organization b. matrix organization c. projectized organization d. siloed organization
b. matrix organization
For each component in the Work Breakdown Structure (WBS), the WBS dictionary includes all the following fields that will be progressively elaborated EXCEPT: a. a list of associated deliverables b. names of team member(s) responsible for creating the deliverables c. type of resources needed d. a brief description of the work
b. names of team member(s) responsible for creating the deliverables
Which estimating technique uses an algorithm to calculate cost or duration based on historical data and other project parameters? a. grass roots estimating b. parametric estimating c. empirical estimating d. analogous estimating
b. parametric estimating
Costs that repeat as project work continues such as writing code are appropriately classified as: a. indirect costs. b. recurring costs c. nonrecurring costs. d. fixed costs
b. recurring costs
Which section of the project charter publicly acknowledges the commitment of the sponsor, managers and team members to the project? a. contract section b. signatures and commitment c. business case d. decisions and findings
b. signatures and commitment
All of the following factors have influenced the increased reliance upon project management in recent years EXCEPT: a. increased international competition and its influence on consumer demands b. the decreased demands of ongoing operational work c. rapid growth and changes in the information technology and telecommunications industries d. realization that methods for large projects can be modified and used for small projects
b. the decreased demands of ongoing operational work
The Budget at Completion (BAC) is the sum of all budgets established for the work to be performed on a project. As such it is equivalent to: a. the total value of the work completed to date b. the total planned value of the project. c. the total actual cost of the project. d. the total earned value of the project.
b. the total planned value of the project.
In an adaptive or change - driven project life cycle: a. planning precedes all executing. b. early results lead into planning later work. c. the product or deliverable is well understood. d. the waterfall approach is commonly used.
b. early results lead into planning later work.
A project with both Schedule Performance Index (SPI) and Cost Performance Index (CPI) of 0.80 is currently: ahead of schedule and over budget behind schedule and over budget ahead of schedule and under budget behind schedule and under budget
behind schedule and over budget
Consider the project performance report presented in figure 14.1. Your analyst has determined that your estimate to complete (ETC) is $226,000. Based on your performance to date and assuming future performance will proceed at the same level of efficiency as past performance, what is your estimate at completion (EAC)?
c. $550,000
Consider the programmers resource histogram presented in Figure 8-3. How many programmers are required during the fifth week of this project? a. 2 programmers b. 6 programmers c. 7 programmers d. 4 programmers
c. 7 programmers
Which of the following statements regarding project life cycles is most accurate? a. All research and development organizations rely upon a four-stage project life cycle that includes initiating, planning, executing and closing. b. The project life cycle is the same regardless of the type of projects managed by an organization. c. Many different project life cycle models are used, for different types of projects. d. All project life cycles are the same across every industry
c. Many different project life cycle models are used, for different types of projects.
Project managers must often face the challenge of compressing the project schedule. All of the following actions can be taken to reduce the duration of the critical path EXCEPT: a. Overlap sequential activities using finish-to-finish, start-to-start, or start-to-finish relationships. b. Partially overlap sequential activities by using time leads. c. Use the float in critical path activities d. Reduce the project scope and /or quality
c. Use the float in critical path activities
Which of the following statements concerning work packages is NOT correct? a. Work packages are the basis for subsequent project planning activities. b. Work packages are the basis for subsequent project control activities. c. Work packages are activity elements with detailed descriptions of tasks and dependencies d. Work packages are the elements at the lowest level of the WBS.
c. Work packages are activity elements with detailed descriptions of tasks and dependencies
Which of the following statements accurately describes a project management plan? a. a formal document that defines how the project will be terminated and closed b. a formal document that focuses on how the project's financial results will be tracked c. a formal document that describes how the project will be executed, monitored and controlled d. a formal document that describes how the project will be initiated and planned
c. a formal document that describes how the project will be executed, monitored and controlled
Portfolios deal with all of an organization's projects, while programs deal with: a. ongoing operations b. tradeoffs between schedule, scope and quality c. a specific group of related projects d. resource availability
c. a specific group of related projects
A deliverable at the lowest level of each branch of a work breakdown structure is known as: a. a work element. b. a control account c. a work package. d. a work unit.
c. a work package.
Project managers and teams should consider risks and include them in the project charter for all the following reasons EXCEPT: a. the sponsor and core team should be aware of what could prevent them from successfully completing the project. b. risks that may have a positive impact on the project create opportunities and should be capitalized upon. c. all project risks should be eliminated before the project charter is signed. d. risks that may have a negative impact on project objectives should be identified and addressed.
c. all project risks should be eliminated before the project charter is signed.
Which estimating technique uses historical data from a similar project as a starting point for creating a time or cost estimate? a. Monte Carlo estimating b. parametric estimating c. analogous estimating d. bottom-up estimating
c. analogous estimating
It is helpful to list requirements and supporting information in a requirements traceability matrix. When requirements are complete, they should meet all of these criteria EXCEPT: a. identified with the stakeholder who needs it b. prioritized so tradeoff decisions can be made if necessary c. assigned to a team member who will be the requirement owner d. measurable, so that the value and completion can be verified
c. assigned to a team member who will be the requirement owner
According to PMI's "Code of Ethics and Professional Conduct", project managers should exhibit all of the following behaviors EXCEPT: a. fairness - make decisions and act impartially b. honesty - understand the truth and act in a truthful manner c. authority - exert economic and political power d. responsibility - take ownership for decisions
c. authority - exert economic and political power
One useful method of process improvement involves consideration of how another organization performs a process with an eye toward determining how to improve your own performance. This method is known as: a. sensitivity analysis b. variance analysis. c. benchmarking. d. comparative improvement.
c. benchmarking.
The total number of work periods (not including holidays or other non-work periods) required to complete a schedule activity is known as: a. resource days b. elapsed time c. duration d. effort
c. duration
Which of the following responses identifies a common type of logical dependency used to sequence project activities? a. last-in; last-out b. last-in; first-out c. finish-to-start d. first-in; first-out
c. finish-to-start
The staffing management plan addresses all of the following except: a. how to determine the availability of human resources for the project b. how to identify internal and external human resources for the project. c. how to create RACI charts. d. how to handle timing issues in building, developing, and releasing the project team
c. how to create RACI charts.
The Work Breakdown Structure (WBS) is a framework that will be used as a basis for further planning activities including all the following EXCEPT: a. developing the project schedule b. identifying project risks c. identifying key stakeholders d. developing the project cost estimate
c. identifying key stakeholders
Project managers can identify risks by learning and understanding the cause and effect relationships that bear on risk events. All of the following approaches rely upon an understanding of cause and effect relationships to identify risks EXCEPT: a. conduct a root cause analysis b. understand trigger conditions that indicate a risk is about to occur c. list all risks in a risk register d. develop a flow chart that shows how people, materials or data flow from one person or location to another
c. list all risks in a risk register
Once projects are completed, they will typically yield all of the following results EXCEPT: a. stakeholders whose interests are affected by the outcome b. a primary deliverable along with supporting deliverables c. make or buy decisions d. a unique product, service or result
c. make or buy decisions
All of the following problems contribute to difficulty in estimating activity durations accurately EXCEPT: a. general uncertainty in the estimate b. omissions - leaving out key activities c. poor vendor selection d. merging - multiple predecessors
c. poor vendor selection
An activity that logically comes before a dependent activity in a schedule is called a ___: a. mandatory activity b. successor activity c. predecessor activity d. leader activity
c. predecessor activity
There are several tasks that a project customer (or sponsor acting in that capacity) can do to enhance the probability of success. Which of the following are generally performed independent of the project contractor who will perform the work? a. develop clear requirements b. conduct kick-off meeting c. prioritize project d. write and sign the project charter
c. prioritize project
Which of the following examples is NOT a typical or appropriate situation to employ project management? a. developing a new medical device for use by clinics b. improving a soldering process in an assembly line c. processing deposits and withdrawals in a bank d. installing a new accounting application on to a server
c. processing deposits and withdrawals in a bank
Which of the following documents serves as an informal contract between the project team and the project sponsor? a. business case b. team members' employment contracts c. project charter d. project roadmap
c. project charter
When estimating resource needs, project teams should consider all the following EXCEPT: a. the time required to communicate between activities. b. support needs such as information systems. c. scoring models. d. specific knowledge or skills that are required.
c. scoring models.
Which of the following statements accurately describes the responsibilities typically associated with the development of the project charter? a. the project manager typically prepares the business case and scope overview b. the project sponsor typically prepares the detailed first draft of the charter c. the project manager and team typically prepare the majority of the rough draft for the project charter d. the customer typically prepares and signs the charter
c. the project manager and team typically prepare the majority of the rough draft for the project charter
Communications to stakeholders are necessary for which of the following reasons? a. to shift the burden of risk from the project team to the stakeholders b. to keep them at arms length so progress can continue c. to help them take ownership of the project and make timely decisions d. to provide input to team performance reviews
c. to help them take ownership of the project and make timely decisions
When a project team elects to purchase insurance, or adopts a fixed price contract with a vendor, or hires an expert, it is demonstrating which of the following risk response strategies? a. assume a threat b. mitigate a threat c. transfer a threat d. avoid a threat
c. transfer a threat
Which of the following actions will likely cause a project to fail? a. conducting a project audit to evaluate performance b. spending project funding to procure needed tools and spare parts c. unclear or conflicting stakeholder expectations d. dedicating valuable team member time to identify risk events
c. unclear or conflicting stakeholder expectations
Projects often require tradeoffs among all of the following EXCEPT: a. cost b. scope c. programs d. schedule
c. programs
A project sponsor is wise not to sign a project charter authorizing work until the project manager and team show that they have ____: a. gathered requirements from key stakeholders. b. prepared a comprehensive schedule and budget. c. reviewed lessons learned from previous projects in order to avoid similar mistakes. d. learned to work together well.
c. reviewed lessons learned from previous projects in order to avoid similar mistakes.
A project manager in agile projects who serves and leads in a collaborative, facilitation manner is called a: a. functional manager b. program manager c. scrum master d. sponsor
c. scrum master
Complex projects such as research and development for new products often employ rolling wave planning to estimate costs. Which of the following best describes "rolling wave" planning? a. Project managers render an order of magnitude estimate for the first stage and a definitive estimate for the remainder of the project. b. Project managers render definitive estimates for all stages of the project during initiation. c. Project managers render an order of magnitude estimate for all stages of the project. d. Project managers render a definitive estimate for the first stage and an order of magnitude estimate for the remainder of the project.
d. Project managers render a definitive estimate for the first stage and an order of magnitude estimate for the remainder of the project.
Which of the following statements correctly describes the critical path? a. It consists only of activities with lag times b. The sequence of activities that represents the shortest path through the project network. c. It determines the latest possible end date of the project. d. It consists only of activities with zero float (slack).
d. It consists only of activities with zero float (slack).
A milestone is a typical measuring point used when establishing cost control. Which of the following DOES NOT accurately describes the use of cost control milestones? a. Project managers can use their cash flow projections to determine the funding needed to reach each milestone. b. Project managers and sponsors often decide the number of milestones jointly. c. Milestones are often identified in the project charter. d. Milestones are developed during risk planning
d. Milestones are developed during risk planning
All of the following statements correctly describe a contemporary approach to create the Work Breakdown Structure (WBS) for a project EXCEPT: a. Project teams may jump start the effort with a brainstorming session. b. Project teams may rely upon a WBS from a previous project as a starting point. c. Project teams may adopt a top-down approach to construct the WBS. d. Project teams may rely upon the project manager to create the entire WBS
d. Project teams may rely upon the project manager to create the entire WBS
Project managers often confront the challenge of reducing excessive time commitments and overloads among project resources. All of the following methods represent a potentially viable strategy to reduce work overloads EXCEPT: a. Reassign certain activities to other workers. b. Split an activity into two activities and delay the second part. c. Reorder activities when logically feasible. d. Require all project resources to work overtime
d. Require all project resources to work overtime
From an agile project management perspective, which of these constraints are considered to be fixed? a. Scope and time b. Customer satisfaction c. Quality and value d. Resources and schedule
d. Resources and schedule
Subject matter experts often perform specific project activities when necessary. Which of the following statements regarding subject matter experts is accurate? a. The number of subject matter experts is generally limited to fewer than the number of core team members. b. The subject matter experts should only be used for staff augmentation. c. The subject matter experts are typically assigned to the project from start to finish. d. The subject matter experts may not relate strongly with a project due to the temporary nature of their involvement
d. The subject matter experts may not relate strongly with a project due to the temporary nature of their involvement
"Unknown unknowns" are unexpected events which can occur when the project is underway. All of the following accurately describe an implication associated with unknown unknowns EXCEPT: a. They need to be covered in the project budget. b. They usually require the use of management reserve. c. They usually cause an increase in cost and / or schedule. d. They are usually discovered during risk identification
d. They are usually discovered during risk identification
Work Breakdown Structures typically include one or more intermediate levels. Which of the following statements correctly describe the nature of these intermediate levels? a. They generally represent the resource assignments to create the final deliverables. b. They generally represent the sequence and timing of work packages c. They generally represent the raw materials required to create the final deliverables. d. They generally represent items that need to be created in order to create the final deliverables.
d. They generally represent items that need to be created in order to create the final deliverables.
Define Scope is the process of developing: a. a project work breakdown structure. b. a project scope network diagram c. a project scope management plan. d. a detailed description of the project and product.
d. a detailed description of the project and product.
The approved set of procedures that describe how modifications to the project deliverables and documentation will be managed and controlled are collectively known by which of the following terms? a. configuration management plan b. scope management plan c. scope statement d. change control system
d. change control system
The approved time-phased project budget, excluding any management reserves, which can be changed only through formal change control procedures and is used as a basis of comparing actual results, is called a ____: a. control account b. measurement baseline. c. cost benchmark d. cost baseline.
d. cost baseline.
Virtual project teams often encounter increased challenges. All of the following items are among these increased challenges EXCEPT: a. change control must rely more upon facilitating than directing b. it takes more time to build relationships c. it is more difficult to understand the stakeholders d. differences in time zones are an advantage
d. differences in time zones are an advantage
The total number of work periods (not including holidays or other non-work periods) required to complete a schedule activity is known as: a. effort b. resource days c. elapsed time d. duration
d. duration
The project scope planning processes include all of the following EXCEPT: a. how the project scope will be defined b. how the requirements will be collected c. how the work breakdown structure will be created d. how the business case will be created
d. how the business case will be created
The milestone schedule in the project charter: a. is a summary-level schedule that shows how major project tasks are sequenced. b. is a detailed schedule that shows the planned duration for every activity in the project. c. is a schedule that provides detailed data for when each project activity should begin. d. is a summary-level schedule that identifies significant points or events in the project.
d. is a summary-level schedule that identifies significant points or events in the project.
On agile projects the first iteration is planned as a milestone with acceptance criteria. However, subsequent milestones and acceptance criteria are determined on a ___: a. first in first out (FIFO) basis b. need-to-know basis c. first come first served basis d. just in time (JIT) basis
d. just in time (JIT) basis
All of the following elements should be included in a project scope statement EXCEPT: a. project boundaries or exclusions b. assumptions and constraints that may limit or influence project work c. key deliverables with acceptance criteria d. names of the project team members
d. names of the project team members
What factor below DOES NOT determine how fast a project can be scheduled and completed: a. resource availability b. logical order c. imposed dates d. quality metrics
d. quality metrics
In agile projects, the individual who leads in a collaborative manner by guiding teams and removing obstacles to their progress is called the: a. project manager b. facilitator c. sponsor d. scrum master
d. scrum master
The addition of acceptance criteria factors to the milestones in a project charter helps the team understand who will judge the quality of the deliverable associated with each milestone, and _____: a. that stakeholder's role on the team. b. the risk associated with each milestone. c. the penalties for not achieving the desired quality. d. the criteria or standards they will use.
d. the criteria or standards they will use.
A common tool project teams use is a responsibility assignment matrix (RAM). Typically, this chart will depict: a. the duration of each activity. b. organizational reporting structure c. the date each activity will begin. d. the roles key members of the team will play on each activity.
d. the roles key members of the team will play on each activity.
Faced with significant schedule challenges, the project manager has several responsibilities. All of the following are among the project manager's responsibilities EXCEPT: a. determine a schedule that is possible to achieve b. deliver the project according to the agreed-upon schedule c. persuade all stakeholders that the schedule makes sense d. willingly accept end dates dictated by customers or sponsors
d. willingly accept end dates dictated by customers or sponsors
Projects often include indirect costs that are not associated directly with one specific project. Which of the following items are most typically considered to be indirect costs? costs associated with material and purchased parts the cost of labor provided by project team members, consultants and subcontractors executive salaries, utilities and insurance travel cost for the project team
executive salaries, utilities and insurance
The toy manufacturer begins manufacture of the new toy. There is no specified date to end manufacture. This is an example of a(n): Program Operation Project Process
operation
Which of the following terms best describes a provision in the project management plan to mitigate cost and / or schedule risk? a. discretionary fund b. reserve c. insurance d. padding
reserve
All of the following are among the classic risk response strategies EXCEPT: share a threat transfer a threat enhance an opportunity avoid a threat
share a threat
Project objectives should be ____________, measurable, attainable, relevant, and timely.
specific
Which of the following roles is typically associated with the project manager? the person responsible for providing the financial resources and support for the project and is accountable for enabling success. b. the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives c. the person with management authority over a unit within a functional organization d. the person responsible for project methods, standards and training
the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives
Projects are considered successful for all of the reasons below EXCEPT:.. a. the organization captures lessons learned for future projects. b. the organization reaps business level benefits. c. the team has demonstrated heroics to meet project objectives d. members of the team learn new skills working on the project.
the team has demonstrated heroics to meet project objectives