Project Mgmt SP21 - Exam 4
12.2.7. Identify and briefly describe three of the four advantages to outsourcing project work.
(1) Cost reduction: Companies can secure competitive prices for contracted services, especially if the work is outsourced overseas. (2) Faster project completion: Outsourcing can provide access to equipment that can accelerate completion. (3) Increased flexibility: Organizations are no longer constrained by their own resources. (4) Higher level of expertise: A high level of expertise and technology can be brought to bear on projects.
11. The following is a set of characteristics commonly associated with high-performing teams that exhibit positive synergy.
(1) The team shares a sense of common purpose, and each member is willing to work toward achieving project objectives. (2) The team identifies individual talents and expertise and uses them, depending on the project's needs at any given time. At these times, the team willingly accepts the influence and leadership of the members whose skills are relevant to the immediate task. (3) Roles are balanced and shared to facilitate both the accomplishment of tasks and feelings of group cohesion and morale. (4) The team exerts energy toward problem solving rather than allowing itself to be drained by interpersonal issues or competitive struggles. (5) Differences of opinion are encouraged and freely expressed. (6) To encourage risk taking and creativity, mistakes are treated as opportunities for learning rather than reasons for punishment. (7) Members set high personal standards of performance and encourage each other to realize the objectives of the project. (8) Members identify with the team and consider it an important source of both professional and personal growth.
11. Situational factors impacting project team development. Experience and research indicate the high-performance project teams are much more likely to develop under the following conditions.
* There are 10 or fewer members per team. *Members volunteer to serve on the project team. *Member serve on the project from beginning to end. *Members are assigned to the project full time. *Members are part of an organization culture that fosters cooperation and trust. *Members report solely to the project manager. *All relevant functional areas are represented on the team. *The project involves a compelling objective. *Members are located within conversational distance of each other.
12.1.6. Which of the following is suggested as the best target for a customer satisfaction ratio?
1.05
12. Fisher and Ury's (be hard on the problem, soft on the people) principled negotiation approach emphasis developing win/win solutions while protecting yourself against those who would take advantage of your forthrightness. Which of the 4 key points for the principled negotiation approach keep the focus on the issues and not the personalities, keep a cool head "let anger fly out the window", avoid taking things personally, try to find the issues that triggered the emotional outburst, build a bond with others by emphasizing and acknowledging common sources of frustration, and a positive relationship adds a common interest"?
1st principled negotiation approach: Separate the People from the Problem. - focus on the interest behind your positions (what you are trying to achieve) and separate these goals form your ego as best you can, be driving by your interests, and try to understand identify the interest of the other party
13. SPI
2nd Performance efficiency index is a measure of scheduling efficiency to date: Scheduling performance index (SPI)=EV/PV = 160/200=.80 The schedule index indicates $.80 worth of work has been accomplished for each $1.00 worth of scheduled work to date.
12. Fisher and Ury's (be hard on the problem, soft on the people) principled negotiation approach emphasis developing win/win solutions while protecting yourself against those who would take advantage of your forthrightness. Which of the 4 key points for the principled negotiation approach "focus on the interest behind your positions (what you are trying to achieve) and separate these goals from your ego as best you can, be driving by your interests, and try to understand identify the interest of the other party"
2nd principled negotiation approach: Focus on Interest , Not positions. When focusing on interests, it is important to practice the following communication habit: seek first to understand, then to be understood.
12. Fisher and Ury's (be hard on the problem, soft on the people) principled negotiation approach emphasis developing win/win solutions while protecting yourself against those who would take advantage of your forthrightness. Which of the 4 key points for the principled negotiation approach "once the interests are identified, then they can explore options for mutual gain, stressful negotiations inhibit creativity and free exchange, what is required is collaborative brainstorming in which people work together to solve the problem in a way that will lead to a win/win scenario."
3rd principled negotiation approach: Invent Options for Mutual Gain
12. Fisher and Ury's (be hard on the problem, soft on the people) principled negotiation approach emphasis developing win/win solutions while protecting yourself against those who would take advantage of your forthrightness. Which of the 4 key points for the principled negotiation approach "most industries and professions have developed standards and rules to help the deal with common areas of dispute, whenever possible, you should insist on using external, objective criteria to settle disagreements."
4th principled negotiation approach: When possible, Use Objective Criteria
12.1.19. A key element to any conflict management process is
A charter
14.3.20. The typical mechanism for the evaluation of teams is normally
A survey completed by the team members.
13.3.12. The value that tells you the planned value of work that has actually been completed is the
AC - Actual Cost of the work completed.
13.1.14. When reviewing the variance on a project, you compare Earned Value with
Actual Costs and Expected Schedule Value.
12.1.11. In regard to outsourcing, the MOST effective way to avoid problems with schedules and deadlines is to
Add a penalty clause to the contract.
11.1.19. During which stage of team development is high performance not a top priority and attention is devoted to wrapping up the project?
Adjourning
11.2.9. Individual rewards for outstanding work would NOT include
All of these are examples of individual rewards for outstanding work., Letters of commendation., Public recognition., Desirable job assignments., Judiciously making exceptions to the rules.
11.2.14. Establishing a team identity is facilitated by
All of these are facilitators of establishing a team identity., Team members working in a common space., Creation of a project team name., Effective use of meetings., Team rituals.
12.2.9. When negotiating, the tendency is to want to win! Why is this not a good approach when managing contracted relationships?
All of these are reasons a competitive approach to negotiation should not be used when managing contracted relationships., Because people have to continue to work together after negotiations., This approach inhibits the degree of trust and cooperation needed for the alliance to work., A noncompetitive approach can bring about functional conflict., This approach can cause dysfunctional conflict to rise and negotiations to break down.
11.1.11. High performing teams can
All of these choices are correct., Create breakthrough products., Exceed customer expectations., Complete projects ahead of schedule and under budget.
11.3.6. Which of the following would be considered the MOST effective project reward?
All-expenses-paid trip for team members and their families
11.2.8. When project managers impose a solution to dysfunctional conflict after listening to each party, they are __________ the conflict.
Arbitrating
14.2.2. A Performance Appraisal generally provides
Assessment of a team members' efforts.
12.1.4. What does the acronym BATNA stand for?
Best alternative to a negotiated agreement
12.3.4. When outsourcing project work, coordination __________ are intensified by physical separation with people working in different buildings, different cities, if not different countries.
Breakdowns
11-1-3. How can a project manager support and encourage functional conflict?
By asking tough questions and by challenging the rationale behind recommendations
13.1.2. Sally receives the following information on her project: PV = 100, AC = 75, EV = 100. How well is the project doing in terms of budget?
CV (Cost Variance)=EV (Earned Value/budgeted value of the work accomplished) - AC (Actual cost of work completed) CV=EV(100)-AC(75)=25 25 under budget
14.2.20. When a project starts with a high priority but it is canceled because its rank erodes or crashes during its project life cycle. This is an example of what type of project closure?
Changed priority
12.3.15. In the traditional approach to managing contracted relationships, ________ are structured and guarded.
Communications
12.3.6. There is a potential loss of __________ over a project when the core team depends on other organizations that they do not have direct authority over.
Control
12.3.19. _______ satisfaction is measured by the ratio of perceived performance to expected performance.
Customer
14.2.17. Obtaining __________ is a major and critical closure activity for the Project Manager.
Delivery acceptance
11.2.6. Challenges to managing geographically distributed team are
Developing trust and effective communication.
13.1.10. A Cost/Schedule graph can be interpreted using ___________ and __________ for its axis.
Dollar Amounts; Schedule
13.2.11. The cost variance for a project is calculated by
EV - AC CV=EV-AC
13.3.14. The schedule variance for a project is calculated by:
EV - PV SV=EV-PV
123.1.20. Which of the following methods will measure the cost efficiency of the work accomplished to date?
EV/AC - Cost performance index (CPI) EV/AC. The index measures cost efficiency of work accomplished to date.
11.1.20. The essential qualities of an effective vision include all of the following EXCEPT
EXCEPT - All team members have the same vision., IS: The vision should be communicated to all., The vision has to make strategic sense., There should be a passion for the vision., The vision should be a source of inspiration to others.
11.1.9. All of the following have been found to be good for running effective project meetings EXCEPT
EXCEPT - Allow a time period for socializing to support the development of a team identity. ARE: Start meetings on time regardless of whether everyone is present., Thoroughly document all decisions., Prepare and distribute an agenda prior to the meeting., Identify an adjournment time.
11.1.12. When reaching a decision during the group decision-making process, the project manager must build a consensus among the group and can do this by all of the following EXCEPT
EXCEPT - If time becomes a factor, they must make an informed final decision after everyone's ideas have been heard., IS-Provide periodic summaries to help the group keep track of its progress., Protect those members who represent the minority view., Guarantee that everyone has the opportunity to share opinions., Manage any conflict that may arise.
12.1.5. The following are differences between the partnering approach and the traditional approach to managing contracted relationships EXCEPT
EXCEPT - The partnering approach entails significant time and energy while a handshake is satisfactory in the traditional approach.; IS - Mutual trust forms in the partnering approach where suspicion and distrust are prominent in the traditional approach., Risk is shared jointly among partners in a partnering approach but is transferred to the other party in the traditional approach., Access to each other's organization resources is available in the partnering approach but limited in the traditional approach., Contracts establish long-term commitments in the partnering approach while single project contracting is normal in the traditional approach.
14.2.6. The following are general tips for conducting performance reviews EXCEPT
EXCEPT : Use other team members' performance as a method to compare and evaluate. IS: When you have to be critical, focus the criticism on specific examples of behavior and not on the individual personally.; Begin the process by asking the individual to evaluate his or her own contributions to the project.; Treat the review as only one point in an ongoing process.; Be fair and consistent in your treatment of all team members.
12.2.5. Disadvantages of outsourcing project work may likely include all of the following EXCEPT
EXCEPT- Increased costs.; IS- More internal morale issues., Coordination breakdowns., Loss of control., Increased conflict.
14.2.5. It is imperative that the closure facilitator possess the following characteristics EXCEPT
EXCEPT: Has direct involvement or direct interest in the project. IS: Is perceived as impartial and fair.; Is perceived as having the best interests of the organization in making decisions.; Has respect for senior management and other project stakeholders.; Is willing to listen.
14.1.19. The process for capturing lessons learned continues to evolve, but there are still many barriers to effectively capitalizing on lessons learned that have been identified. The following are examples of these barriers EXCEPT
EXCEPT: Lessons learned are being used across different locations. IS: The organizational culture doesn't support the effort that it takes to capitalize on lessons learned.; Lessons learned often degenerate into blame sessions.; Lack of time.; Teams get little direction or support after lessons are reported.
14.1.15. Project closures can fall into all of the following categories EXCEPT
EXCEPT: Successful. IS: Changed priority.; Failed.; Perpetual.; Premature.
14.3.14. The content of the final report typically includes the following topics EXCEPT
EXCEPT: Team reviews. IS: Review and analysis.; Lessons learned.; Executive summary.; Recommendations.
14.3.1. Performance appraisals generally fulfill two functions. The first is to identify individual strengths and weaknesses and to develop action plans for improving performance. The second involves salary or merit adjustments. Why should these two functions be addressed at different times?
Employees are so eager to learn about a potential raise that they tend to tune out constructive feedback.
12.2.17. Projects are more prone to conflict when outsourcing project work. The primary control mechanism for dealing with and resolving problems is known as _________.
Escalation
12.1.13. Whether a client is dissatisfied or delighted with a project is not based on hard facts and objective data but on perceptions and _________.
Expectations
12.1.16. In order to be even moderately successful at managing relations, a project manager needs to be skilled at managing customer ___________ and ____________ .
Expectations; Perceptions
14.1.12. Because of circumstances beyond the control of the project team, many projects are easy for a review group to close down. This type of project closure is called
Failed project.
12.1.14. Which of the following is the BEST way to ensure that cohesion and cooperation are not undermined and the parties involved will be satisfied when the project is complete?
Fair and incentive-laden contracts
12.2.4. In project negotiation each negotiator is out to win as much as he or she can for his or her side.
False
13.2.12. An undesirable schedule variance always indicates that the project is running behind schedule.
False
13.2.6. A common project practice is to ignore straight labor hours when calculating Earned Value.
False
13.3.10. Rachel notices that the current EV for her project is higher than both the PV and the AC. Rachel has reason to be concerned.
False
14.1.14. Project managers should wait to give feedback to the project team and team members until the project has been completed. Giving feedback throughout the project can distract project teams.
False
14.1.7. The final report typically includes profit made on the project.
False
14.2.12. Team performance management is well-documented and understood enough that Team Evaluations are commonplace and accurate.
False
14.2.8. Project managers should, when possible, draw comparisons to other team members when conducting individual team member reviews.
False
14.3.10. Within the final report, the project summary is the summary that simply highlights the key findings and facts relating to the project implementation.
False
14.3.16. Setting the conditions for the completion and transfer of a project should happen at the beginning of the project close-out.
False
11.3.5. A project manager arbitrates conflict by intervening and attempting to negotiate a resolution by using reasoning, persuasion, and suggesting alternatives.
False Mediate the conflict-the manager intervenes and tries to negotiate a resolution by using reasoning and persuasion, suggesting alternatives and the like.
12.2.16. Experience indicates that co-location of project teams is not worth the extra costs.
False - Best Practices of Outsourcing Project Work: Well-defined requirements and procedures.; Extensive training and team-building activities.; Well-established conflict management processes in place.; Frequent review and status updates.; Co-location when needed.; Fair and incentive-laden contracts.; Long-term outsourcing relationships.
12.2.14. When using the partnering approach to manage contracted relationships, each party's goals and objectives are similar but geared to what is best for them.
False - Traditional Approach
13.2.3. All scope changes that result in increased costs should be avoided.
False - some scope changes that result in increased costs should be absorbed.
11.1.6. Research indicates that high-performance teams are much more likely to develop when the manager hand-selects team members.
False-Experience and research indicated that high-performance teams are much more likely to develop under the following conditions - members volunteer to serve on the project team.
11.1.5. Going native is the ability that some project teams have to bypass the normal policies and procedures that everyone in the organization is supposed to follow.
False-Going native is a phrase to describe agents how assumed the customs, values, and prerogatives of their foreign country assignment. Bureaucratic Bypass Syndrome is the ability that some project teams have to bypass the normal procedures that everyone in the organization is supposed to follow.
11.1.14. The performing stage of team development is characterized by the development of close relationships and group cohesiveness.
False-Performing stage-the team operating structure at this point is fully functional and accepted. Group energy has moved from getting to know each other and how the group will work together to accomplishing the project goals. Norming-the 3rd stage is one in which close relationships develop and the group demonstrates cohesiveness. Feelings of camaraderie and shared responsibility for the project are heightened. The morning phase is complete when the group structure solidifies, and the group establishes a common set of expectations about how m embers should work together.
12.1.3. Participants from different organizations working closely together at the construction site or in shared office space are an example of a virtual team.
False-These are examples of co-location
11.2.3. Lump-sum cash bonuses are the most effective group reward for project teams.
False-limitations, all too often they are consumed by the household budget to pay the dentist or mechanic. All expense paid trip to Walt Disney World for the family will be remember for years.
11.3.1. A project vision is an image a project team holds about how the project will look upon completion, how they will work together, and how customers will accept the project. It is important that everyone have the same vision.
False-not everyone will have the same vision, but the images should be similar.
13.1.6. Schedule variance measures progress in time units.
False. SV-Scheduled variance is the difference between the earned value and the baseline to date where SV=EV-PV. Schedule variance measures progress in dollars rather than time units.
13.1.13. The best method for assigning costs to the baseline under the 50/50 rule is to establish frequent checkpoints over the duration of the work package and assign completion percentages in dollar terms.
False: The description is for "Percent complete with weighted monitoring gates" rule uses subjective estimated percent complete in combination with, tangible monitoring points. The "50/50" rule. This approach allows 50 percent of the value of the work package to be earned when it is started and 50 percent to be earned when the package is complete. This rule is popular for work packages of short duration and small total costs.
12.1.9. When considering principled negotiation, revealing why you are trying to achieve something instead of demanding what you want or need is an example of
Focus on interests, not positions.
11.1.17. During which stage of team development do team members establish ground rules and try to find out what behaviors are acceptable and what performance expectations are?
Forming
14.1.20. In organizations where projects are managed within a ____________, the team member's area manager, not the project manager, is responsible for assessing performance.
Functional organization
12.1.10. One simple but useful way of viewing customer satisfaction is in terms of met expectations. Why should one strive for a ratio of 1.05 and not 1.50?
High customer satisfaction is the goal of most projects. However, profitability is another concern. Exceeding expectations typically entails additional costs. Under most circumstances, the most profitable arrangement occurs when the customer's expectations are only slightly exceeded.
11.1.18. The first step in facilitating group decision making is to
Identify the problem. Step 1. Identifying problems; Step 2. Generating alternatives; Step 3, Reaching a decision, Step 4, Following up.
11.2.11. When dysfunctional conflict is identified, one of the ways to deal with it is to
Impose an arbitrated solution., Managing Dysfunctional Conflict-(1) Mediate the conflict, (2) Arbitrate the conflict, (3) Control the conflict., (4) Accept the conflict., (5) Eliminate the conflict.
12.3.17. When considering principled negotiation, when one person identifies options that are of low cost to them but of high interest to the other party, this is an example of
Invent options for mutual gain.
12.2.19. Which of the following is true in regard to negotiation when managing projects?
It cannot be viewed as a contest.
14.1.10. Which part of the final report is designed to be the most useful on future projects?
Lessons learned
13.1.17. The second step in the project control process for measuring and evaluating project performance is to
Measure progress and performance. [Step 1: Setting a Baseline Plan; Step 2: Measuring Progress and Performance; Step 3: Comparing Plan against Actual; Step 4: Taking Action]
11.3.16. Which of the following is commonly associated with high-performing project teams?
Mistakes are viewed as opportunities for learning.
12.3.20. Which of the following is NOT an advantage of establishing a long-term partnership?
NOT - Risk is eventually transferred to the other party IS- More efficient utilization of resources, Reduced administration costs, Improved performance, Improved innovation
12.2.12. Principled negotiation emphasizes developing win/win solutions while protecting yourself against those who would take advantage of your forthrightness. Which of the following is NOT one of the key points of principled negotiation?
NOT- Be honest and forthright IS-Use objective criteria when possible; Focus on interests, not positions; Separate the people from the problem
12.2.3. Which of the following is NOT a key to successful partnering relationships?
NOT- Independent project teams; IS- Jointly shared risk, Long-term commitment, Total company involvement, Mutual trust
13.1.3. Of the following costs, which are NOT included in baseline?
NOT: Budget reserves IS: Equipment, Labor, Contractors, Suppliers
14.1.1. Before an evaluation of the project team can be effective and useful, a minimum core of conditions needs to be in place before the project begins. Which of the following would NOT be one of those conditions?
NOT: Evaluation criteria beyond time, cost and specifications has been established; IS: Rewards are adequate; Individuals have the skill set necessary to successfully complete the project; Standards for measuring performance exist; Individual, team responsibilities and performance standards are known by all team members
14.1.13. Which of the following would NOT be appropriate to assess when evaluating team performance?
NOT: Individual strengths and weaknesses; IS: How well the team performed in terms of time, cost, and specifications; Trust among group members; Effectiveness of group decisions; Customer satisfaction with project deliverables
13.1.11. Which of the following is NOT true regarding scope creep?
NOT: It commonly occurs late in projects.; IS: It is frequently unnoticed until time delays or cost overruns are observed.; Scope changes can represent significant opportunity.; Project suppliers resent frequent changes.; It wears down team motivation and cohesiveness.
11.3.19. The first project meeting is critical to the early functioning of the project team. Which of the following is NOT true regarding this meeting?
NOT: The meeting will need to be as long as necessary to cover the main objectives of a first meeting. IS- An overview of the project's scope and objectives should be addressed., Interpersonal interaction concerns should be addressed., The project manager must model how the team will work together., The meeting should be productive, well-organized and realistic.
13.1.8. Causes for Scope Creep can include
None of these choices are correct., Newly identified features., Incorrect design assumptions., New Technology. Key to managing scope creep is change management; Poor scope statements are one of the major causes of scope creep-corrected by a well-defined scope statement; 2nd stating what the project is not, which can avoid misinterpretations later.
11.2.17. During which stage of team development do close relationships develop and the group demonstrates cohesiveness?
Norming
12.3.11. What is the fundamental difference between a fixed-price and a cost-plus contract?
On fixed-price contracts the cost is set in advance while for cost-plus contracts it is established after the project is completed.
13.1.16. A CPI or SPI value less than one indicates that the project is
Over cost or behind schedule.
14.2.3. In order for lessons learned to be effective and usable by others a(n) ___________ needs to be assigned to assure it is properly documented and understood.
Owner
12.1.15. What is partnering and why has it become popular for managing projects?
Partnering is a method of transforming contractual relationships into a cohesive, cooperative project team with a single set of goals and established procedures for resolving disputes in a timely manner. It is popular because the old way, built on an adversarial premise, was not working.
13.2.4. When someone familiar with each task estimates what percent of the task has been completed or how much of the task remains, they are creating a method for assigning costs to the baseline called the
Percent complete rule.
13.2.8. The earned value of a project is the
Percent of the original budget that has been earned by actual work. Earned value (EV) is the budgeted cost of the work performed.
11.1.16. During which stage of team development is the team fully functional and accomplishing project goals?
Performing
14.1.3. This type of closure occurs when the project may never seem to end. At some point the review group should recommend methods for bringing final closure to this type of project. This is considered to be ___________ closure.
Perpetual
13.3.3. The earned value system starts with the time-phased costs that provide the project baseline, which is called the
Planned budgeted value of work scheduled. (PV)
12.1.17. A company no longer has to keep up with technological advances. High levels of __________ and technology can be brought onto a project by using contracted services.
Planning
11.1.10. The project manager must quickly establish operational ground rules for how the team will work together. These include planning, tracking, managing change, and relationship decisions. Which of the following is an example of a planning decision?
Planning decision-What are the specific roles and responsibilities of all the participants?; Relationship Decisions-What department or organizations will the team need to interact with during the project?; Tracking Decisions- How will progress be assessed? & Who will generate and distribute reports?; Managing Change Decisions-How will plan changes be documented and evaluated?
14.2.15. When the project may be completed early with some parts of the project eliminated this is considered to be ___________ closure.
Premature
12.1.20. Fisher and Ury champion the ________ negotiation approach to negotiation because it emphasizes win/win solutions while protecting yourself against those who would take advantage of your forthrightness.
Principled
12.2.10. One key focus of principled negotiation is to separate people from the _________.
Problem
14.3.8. The major deliverable when closing out a project that includes a causal analysis and identification of lessons learned is known as
Project Audit.
14.2.16. A guide who leads the project team through an analysis of project activities that went well and of what needs improvement and aids in the development of a follow-up action plan with goals and accountability is a(n)
Project facilitator.
14.1.2. When conducting post-project audits, this is one of the main tools that a facilitator uses.
Questionnaires
14.1.18. Which part of the final report presents major improvement actions that should be made?
Recommendations
12.2.13. Cost __________ is a major advantage of outsourcing project work because companies can secure competitive prices for contracted services, especially if the work can be outsourced offshore.
Reduction
14.1.16. __________ of lessons learned are designed to improve performance on current and future projects.
Retrospectives
14.2.13. __________ of lessons learned are designed to improve performance on current and future projects.
Retrospectives
14.2.7. Which part of the final report examines in detail the underlying causes of problems, issues, and successes relative to the project and includes concise, factual review statements of the project?
Review and analysis
13.1.15. Nancy tells her supervisor that as of right now, $1.05 worth of work has been accomplished for each $1 worth of scheduled work. Nancy got this information from viewing the
SV-Schedule Variance
13.2.2. A project manager notices that $1,000 worth of work that was scheduled to be completed at this time has not been accomplished. They know this by looking at the
SV-Schedule variance presents an overall assessment of all work packages in the project schedule to date.
13.3.17. The first step in the project control process for measuring and evaluating project performance is to
Set a baseline plan. Step 1: Setting a Baseline Plan; Step 2: Measuring Progress and Performance; Step 3: Comparing Plan against Actual; Step 4: Taking Action]
12.1.2. "Team-building is nice to have for a project, but we really need to concentrate on the planning and technical challenges-this is the make-or-break point for this project." Agree or disagree?
Smart firms recognize that people issues are as important, if not more important, than technical issues. They train their personnel to work effectively with people from other organizations and countries.
12.3.12. Why are extensive training and team building activities important when managing contracted relationships?
So team members are provided with a theoretical understanding of the barriers to collaboration as well as the skills and procedures to be successful.
12.1.18. When interacting with the customer, it is important that the project manager
Speak the language of the customer.
11.3.7. Roger is new-product project manager for a retail company. Recently the team has exhibited a high degree of conflict over who will control the group and how decisions will be made. Which stage of development is the team in?
Storming
12.1.1. Outsourcing project work requires
Strong management and leadership.
12.3.3. More and more companies are using online _________ to collect data from all project participants about the quality of working relations.
Surveys
13.1.4. The final step in the project control process for measuring and evaluating project performance is to
Take appropriate action. [Step 1: Setting a Baseline Plan; Step 2: Measuring Progress and Performance; Step 3: Comparing Plan against Actual; Step 4: Taking Action]
11.3.4. There are two important factors that affect the recruitment of project members. Which of the following is one of those factors?
The management structure being used to complete the project. And, the importance of the project.
13.1.18. Jessica just received the following information on her project: PV = 200, EV = 300, AC = 250, BAC = 1500, EAC = 1208. In terms of cost at completion.
The project will currently finish under budget.
11. As a result of a routine "How's it going?" A project manager discovers that a mechanical engineer is stuck trying to meet he performance criteria for a prototype she is responsible for building. What is this an example of?
This is an example of how, by practicing MBWA (management by wandering around), project managers consult team members, solicit ideas, determine optimum solutions, and create a sense of involvement that builds trust and commitment to decisions.
13.2.15. Baseline project budgets are derived from
Time-phasing the work packages.
13.1.7. A ___________ Gantt chart is a simple and effective way to depict progress on a project.
Tracking
11-1-1. A project manager should be wary of people who know too much about a specific technology.
True
11.1.13. Team members can be upset and dissatisfied with conflict, but as long as the disagreement furthers the objectives of the project, then the conflict is functional.
True
11.1.15. Group decision making should be used when strong commitment to the decision is needed and when there is a low probability of acceptance if only one person makes the decision.
True
11.1.7. Conflict is inevitable and can be a desirable part of project work.
True
11.2.12. A general guideline for running effective meetings includes starting the meeting on time regardless of whether everyone is present.
True
11.2.15. Synergy can be both negative as well as positive.
True
11.2.19. Groupthink refers to the tendency of members in highly cohesive groups to lose their critical evaluative capabilities resulting in quick decision making with little consideration of alternatives.
True
11.2.4. Over the course of a project, the sources of conflict often change.
True
11.3.10. The norming stage of team development is one in which close relationships develop and the group demonstrates cohesiveness.
True
11.3.2. Two of the biggest challenges involved in managing a virtual project team are developing trust and effective patterns of communication.
True
12.1.12. Outsourced projects are less about reduced costs and more focused on bringing the best talent available to get the job done.
True
12.1.8. It is a good idea to add a penalty clause to an outsourcing agreement to ensure that work is completed on time.
True
12.2.1. A partnering charter states the common goals for the project as well as the procedures that will be used to achieve these goals.
True
12.2.18 Outsourced projects are less about reduced costs and more focused on bringing the best talent available to get the job done.
True
12.2.8. Trust can be difficult to forge when interactions are limited and people come from different organizations.
True
12.3.14. In some countries, laws are considered to be guidelines that are not necessarily followed.
True
12.3.16. A prime consideration in choosing outsourcing vendors is to assess the fit with their project management system.
True
12.3.2. When using the partnering approach to manage contracted relationships, access to each other's organization resources is available.
True
13.1.1. A "rubber baseline" occurs when, in an effort to disguise poor performance, the baseline changes to constantly match results.
True
13.1.12. Earned value is defined as the budgeted cost of the actual work performed.
True
13.1.19. Most changes will not result in serious scope changes and should be absorbed as positive or negative variances.
True
13.1.9. Although it is very difficult to measure, measuring technical performance is as important as measuring schedule and cost performance.
True
13.2.14. The PCIC index measures the project percent complete in relation to the resources that have actually been used so far on the project.
True
13.2.16. A negative VAC (cost variance at completion) indicates that the project will be completed over budget.
True
13.2.19. If the cost of labor and materials has not been separated there is additional analysis required to determine the cause of the calculated variance.
True
13.2.9. Progress and performance can be measured quantitatively as well as qualitatively.
True
13.3.2. A Control Chart can be used to estimate schedule trends.
True
14.1.11. The retrospective facilitator will typically progress through the retrospective starting with a larger group session and eventually working their way down to documented individual observations.
True
14.1.17. When performing a retrospective for a project, whoever is performing the retrospective needs to be perceived as being independent and unbiased.
True
14.1.4. The retrospective facilitator should be able to deliver bad news to the project sponsor or senior management without recriminations.
True
14.1.5. Evaluation of performance is essential to encourage changes in behavior and to support individual career development and continuous improvement through organizational learning.
True
14.1.6. Retrospectives of lessons learned are designed to improve performance on current and future projects.
True
14.1.8. Expectations, standards, supportive organizational culture, and constraints must be in place before project implementation; if not, the effectiveness of the evaluation process will suffer.
True
14.1.9. When a project starts as a high priority but its rank erodes or crashes during its project life cycle resulting in closure of the project, this is an example of changed priority project closure.
True
14.2.1. In organizations where projects are managed within a functional organization, the team member's area manager, not the project manager, is responsible for assessing performance
True
14.2.10. Assessing what fundamental organizational culture properties affect project successes and failures, or become a hindrance to project teams, is a part of the retrospectives methodology.
True
14.2.14. During the closing phase, the project manager's challenge is to keep the project team focused on the remaining project activities and delivery to the customer until the project is complete.
True
14.2.19. Implementing project closure includes getting delivery acceptance from the customer.
True
14.3.6. Motivation can be the chief challenge when wrapping up closure activities.
True
13.1.5. When revising the estimated cost at completion, there are two approaches. The EACre is determined by experts in the field and the EACf is a mathematical approach which assumes the CPI as the basis for forecasting cost at completion.
True EACre (AC+ETCre) is revised estimated cost at completion method which allows experts in the field to change original baseline durations and cost because new information tells them the original estimates are not accurate. EACf (ETC+AC) is forecasted total cost at completion is used in large projects where the original budget is reliable
12.1.7. When using the traditional approach to managing contracted relationships, risk is transferred to the other party. Give a real life example of this. Discuss why this is not conducive of a partnering relationship and how it can impact project innovation.
When risk is contracted out or transferred to another party, there is no motivation for the organizations involved to work together (pool resources) to mitigate or manage the risk. If risk isn't shared, project innovation will decrease in an effort to decrease the risk.
11.2.16. Which of the following would be an appropriate situation to require facilitating group decision making?
When strong group commitment is needed to decide methods to reduce project scope.
11.1.4. When a project team will only consider a couple of solutions and ignore alternatives, this is ___________ which is a symptom of Groupthink.
Whitewash of Critical Thinking
11. High-performing teams
become champions, create breakthrough products, exceed customer expectations, and get projects done ahead of schedule and under budget. They are bond together by mutual interdependency and a common goal or vision. They trust each other and exhibit a high level of collaboration.
12.2.20. When both buyers and sellers rely on the blue book to establish price parameters for a used car, they are using _________ criteria.
objective
12.3.9. The result of team building among the project's participants that states their common goals for the project as well as the procedures that will be used to achieve these goals is a
partnering charter
12. The met-expectations model of customer satisfaction highlights the point that whether a client is dissatisfied or delighted with a project is not a based on hard facts and objective data but on
perceptions and expectations
12.2.15. Mathematically, customer satisfaction is a function of the extent to which perceived performance exceeds expectations. A customer satisfaction ratio of .95 indicates that a customer is
slightly dissatisfied
11.1.8. When a team is able to use identified individual talents to meet a projects given needs is a common characteristic of
synergy.
12.2.11. When using the partnering approach to manage contracted relationships, mutual ________ forms the basis for strong working relationships.
trust
11-1-2. While some conflict can be beneficial, the absence of conflict can mask
useful information
