Project Management Midterm Chapter review questions

Financial models are used as screening devices to qualify projects or even just to offer perspective; qualified projects then go through a selection process using a scoring model. Which of these financial models calculates how many years would be required to recover the initial project investment? a. Net present value (NPV) b. Internal rate of return (IRR) c. Benefit-cost ratio (BCR) d. Payback period (PP)

Payback period PP

What is the potential downside to bringing project workers into a project too early? a. People don't like being told what to do, but are usually enthusiastic if they can participate in creating the project plan. b. When the people who perform the work help to plan it, many more details may be considered. c. People may still be committed to finishing work on a previous project. d. For external projects, it is common to list the specific workers who will be assigned to a project team in the proposal.

People may still be committed to finishing work on a previous project

Uncontrolled change is known as: a. scope creep. b. cost overrun. c. missed schedule milestones. d. quality issues.

Scope creep

Which of these methods of estimating can produce the most accurate estimate? a. Parametric b. Analogous c. Bottom-up d. Rolling wave

Bottom-up

All of these are Costs of Nonconformance EXCEPT: a. Scrap b. Rework and repair c. Liability judgments d. Training

Training

On some projects, some deliverables remain incomplete at project close-out. Activities that are not complete should be itemized, and responsibility for each should be clearly identified. a. True b. False

true

The term _________ is a broad label that describes the people and groups who can impact a project or might be impacted by either the work or the results of the project. a. business owners b. executive management c. stakeholders d. customers

stakeholders

Which of the managerial roles below would NOT be found in a traditional plan-driven project? a. Project manager b. Facilitator c. Functional manager d. Scrum master

Scrum master

Which of these is NOT one of the three common approaches to leadership that are effective on Agile projects? a. Transformational leadership b. Servant leadership c. Developmental leadership d. Situational leadership

Situational leadership

Net Present Value (NPV) is the most widely used financial model a. True b. False

True

Which of the ten knowledge areas in the PMBOK Guide 6e is defined as the "processes to ensure that the project includes all the work required, and only the work required?" a. Quality management b. Resource management c. Risk management d. Scope management

scope management

An example of a nonrecurring cost is __________. a. cost of writing code b. cost of laying bricks c. developing a design that, once approved, guides the team d. cost of running an assembly line in a factory

Developing a design that, once approved, guides the team

Which of these is NOT an example of an external stakeholder? a. The public b. Functional areas within the organization c. Customers d. Suppliers

Functional areas within the organization

All of these are indications that a team is operating in a virtual mode, EXCEPT: a. face-to-face communication is used. b. time boundaries are crossed. c. cultural, organizational, age, gender, and functional diversity is present. d. team members are physically dispersed.

Face-to-face communication is used

Project manager, functional manager, and facilitator are all what level of traditional project management roles? a. Manager-level roles b. Executive-level roles c. Team-level roles d. Steering team roles

Manager-level roles

The client who is new to Agile is concerned that since the project employs an iterative approach, it is not clear specifically when the final functionality will be ready. When considering organizational capability to use agile methods, which statement is best describing Production-ready? a. The deliverables created and accepted during a sprint. b. Provide tested, working product often to deploy to users. c. Milestone early in planning and execution when approach is verified to reduce risk. d. Milestone at end of planning and executing when a product is tested and complete, and users are capable of accepting and effectively using it.

Milestone at end of planning and executing when a product is tested and complete, and users are capable of accepting and effectively using it

The processes to receive and review change proposals and accept or reject them after evaluating their impact on project scope, cost, and schedule is managed through __________. a. voice of the customer (VOC) b. change control systems c. rolling wave planning d. meetings with key stakeholders

Change control systems

All projects go through predictable stages called a project life cycle, where the project moves through a series of phases from project initiation to project closure. During which of these phases are loose ends tied up? a. Selecting and initiating b. Planning c. Executing d. Closing and realizing

Closing and realizing

A project team attempting to close a project should review which of the following to ensure the customers are satisfied with the project work? a. the project charter b. customer feedback form c. the communication plan d. the project organization chart

Customer feedback form

Project managers need to use various types of power to encourage people to perform. When they persuade others based on their own knowledge and skills, what type of power are they using? a. Coercive b. Referent c. Connection d. Expert

expert

A __________ is the approved project plan mainly consisting of scope, schedule, and cost. a. schedule b. budget c. work breakdown structure d. baseline

Baseline

Agile projects often use a __________, a graphical representation of work effort remaining in and iteration (or similar) versus the days left in an iteration, to show the amount of work remaining. a. burndown chart b. work item pool c. burnup chart d. trend analysis

Burndown chart

In a traditional, plan-driven project, once the project baseline is approved, every change needs to be ___________. a. approved by the project manager b. formally documented c. automatically executed d. rejected

Formally documented

Which of these is NOT a typical section in a change request form? a. Impact on project scope b. Impact on budget c. Impact on other projects d. Impact on deadline dates

Impact on other projects

The product backlog in Agile is prioritized by the __________. a. Development team b. Project manager c. Persona d. Product owner

Product owner

The project charter reflects a common understanding and collaboration between the ________ and the project manager. a. team b. sponsor c. functional manager d. project management office (PMO)

Sponsor

One framework distinguishes four types of organizational culture according to what is the most powerful motivator. In which type of organizational culture is it more important to get the job done than to worry about who does the work or who gets credit? a. Role culture b. Task culture c. Personal culture d. Power culture

Task culture

Which one of these is NOT one of the increased challenges to working with a global or virtual team? a. Time boundaries are crossed. b. Cultural, age, gender, functional diversity c. Team members are physically dispersed. d. Team members have varied skills.

Team members have varied skills

Sometimes a project is terminated before its normal completion. a. True b. False

True

_________ is formally accepting the completed project deliverables. a. Close project b. Validate scope c. Capture lessons learned d. Disseminate and use lessons learned

Validate scope

Which of the information below would NOT be part of a milestone schedule? a. Stakeholder judge b. Assumptions and constraints c. Completion date d. Acceptance criteria

assumptions and constraints

Stakeholder analysis is a technique comprised of gathering and evaluating information to determine whose interests should be emphasized throughout the project. The first part of stakeholder analysis is to _____ the stakeholders. a. socialize b. interview c. prioritize d. list

prioritize

An organization's ______ is/are a one-sentence statement describing the clear and inspirational long-term, desired change or direction resulting from an organization or program's work. a. mission b. strategic analysis c. vision d. beliefs

vision

Who should be involved in identifying potential projects? a. Executives b. Program managers c. Sales people d. Employees at all levels

Employees at all levels

Stakeholder analysis is a technique comprised of gathering and evaluating information to determine whose interests should be emphasized throughout the project. The first part of stakeholder analysis is to _____ the stakeholders. a. socialize b. interview c. prioritize d. list

Prioritize

Which of the following documents specifies the acceptable level of quality, typically defined by the customer, and provides a detailed account of how the project will meet this level of quality? a. quality benchmarking plan b. quality control plan c. quality management plan d. quality audit plan

Quality management plan

The signing of the project charter marks the transition between which two phases of the project life cycle? a. Selecting and initiating b. Initiating and planning c. Planning and executing d. Executing and closing

Initiating and planning

What is the definition of a project charter? a. A short document that grants the project manager the right to continue working on the more detailed planning phase of a project b. The project purpose or justification statement, that answers the question "why" and helps all parties understand the purpose of the project c. A high-level description of what needs to be accomplished and how it will be done d. A document that represents the knowledge acquired and captured by the team throughout project planning and execution

A short document that grants the project manager the right to continue working on the more detailed planning phrase of a project

The project manager at a software company predicts a project's costs based on previous projects that were similar to the current project. What type of cost estimating are they using? a. Parametric b. Analogous c. Bottom-up d. Rolling wave

Analogous

A project manager and team are working for an automotive manufacturer on a project to design a self-driving automobile. They have worked with the customer to identify all of the characteristics the automobile should have to satisfy the customer's stated needs. They have identified the deliverables that will need to be created to meet the requirements, and have developed a project schedule that the client has approved. Which of the answers below does NOT describe one of the project constraints that the team has addressed so far? a. Scope b. Quality c. Time d. Budget

Budget

What are the characteristics of "pull" communications? a. Communications are posted either on paper or in electronic form, and stakeholders need to take the initiative to retrieve the communication. b. Communications are sent out to the receiver in either on paper or in electronic form. c. Communications flow in multiple directions. d. Information methods include instant messaging, e-mail, and voicemail.

Communications are posted either on paper or in electronic form, and stakeholders need to take the initiative to retrieve the communication

Which of these is an example of an internal stakeholder who would be impacted by the project process? a. Government agencies b. Special interest groups c. Suppliers d. Competing projects

Competing projects

Project planning teams use project life cycle models because various types of projects have differing demands. Between the two extremes of a traditional, plan-driven life cycle and an Agile life cycle is a range of other, alternative life cycle approaches. Which of these is NOT an alternative life cycle approach? a. Iterative b. Hybrid c. Incremental d. Construction

Construction

Managing a virtual project team presents increased challenges. Which of these pairings of project management needs with the associated challenges of a global, virtual project is NOT correct? a. Project stakeholders—more difficult to understand b. Build relationships—needs more time c. Control issues—with less group interaction, easy to identify d. Project initiation—more unique project needs

Control issues - with less group interaction, easy to identify

PMBOK 7e notes that a wise project manager will use a number of behaviors to allow the team to grow and become more skillful, ultimately leading to the desired outcome of value and organizational benefit. Which of these would NOT be one of the desired behaviors for a project manager to use when interacting with the team? a. Supportive b. Controlling c. Coaching d. Delegating

Controlling

_______ are the small group of people who are on the project from start to finish, and who jointly, with the project manager, make many decisions and carry out many project activities. a. Subject matter experts b. Chief project officer c. Sponsors d. Core team members

Core team members

Termination for default often results from a problem with the project's __________, __________, or __________. a. Cost; schedule; or performance b. Cost; schedule; or resources c. Communications; schedule; or risk d. Change control; schedule; or performance

Cost, schedule, or performance

Which of these is NOT one of the steps of the PDCA model? a. Plan b. Deliver c. Check d. Act

Deliver

Which of these is one of the ways for a project manager to build relationships within the core team? a. Encourage open and transparent communication b. Discuss confidential information c. Strictly control the project plan and share on a "need to know" basis d. Make decisions in their own best interest rather than those of the team

Encourage open and transparent communication

During which phase of a project life cycle do recurring costs typically occur? a. Planning b. Selecting and initiating c. Closing and realizing d. Executing

Executing

Project managers need to use various types of power to encourage people to perform. When they persuade others based on their own knowledge and skills, what type of power are they using? a. Coercive b. Referent c. Connection d. Expert

Expert

Crashing is a project schedule compression technique that expedites a project by executing activities at the same time that ordinarily would be done one after the other. a. True b. False

False

Characteristics of an organizational culture can have a major impact on a project's success. All of these are attributes of an organizational culture except: a. Motivation and reward systems b. Risk tolerance c. Code of conduct d. Financial control procedures

Financial control procedures

What type of costs do NOT depend on the size of the project? a. Variable costs b. Direct costs c. Fixed costs d. Indirect cost

Fixed costs

Which of these is NOT one of the project executive-level roles? a. Project management office (PMO) b. Functional manager c. Sponsor d. Customer

Functional Manager

Acceptable behaviors adopted by a project team to improve working relationships, effectiveness, and communication are referred to as __________. a. ground rules b. acceptance criteria c. negotiations d. operating principles

Ground rules

What is the first step that precedes the development of a project scope management plan in a traditional, plan-driven project? a. Identify stakeholders b. Create a work breakdown structure c. Create a product backlog d. Collect requirements

Identify stakeholders

Which of these is NOT one of the actions that a project manager should take when terminating a project early? a. Communicate the decision to the team with honesty b. Identify the culprits responsible for the termination c. Finalize all project closure activities d. Ensure that no unjust blame is placed on anyone for the termination

Identify the culprits responsible for the termination

What is a disadvantage of assigning core team members and subject matter experts (SME) to a project as early as possible? a. People don't like to be told what to do but are usually enthusiastic when given the chance to help create the project plan. b. If highly experienced people are brought in before they are needed to complete project activities, this can be expensive. c. When experienced people participate in creating the project plan, the plan is often more detailed and realistic. d. Securing experienced workers early ensures they will be available when needed.

If highly experienced people are brought in before they are needed to complete project activities, this can be expensive

What is a disadvantage of assigning core team members and subject matter experts (SME) to a project as early as possible? a. People don't like to be told what to do but are usually enthusiastic when given the chance to help create the project plan. b. If highly experienced people are brought in before they are needed to complete project activities, this can be expensive. c. When experienced people participate in creating the project plan, the plan is often more detailed and realistic. d. Securing experienced workers early ensures they will be available when needed.

If highly experienced people are brought in before they are needed to complete project activities, this can be expensive

What should be done with any activities that remain incomplete at the time of project closure? a. The project cannot be closed out until every activity is complete. b. Final closure means that incomplete activities do not have to be addressed by this project. c. Incomplete activities should be itemized, and responsibility clearly identified. d. The incomplete activities should be rolled into a new project or a new phase of the current project.

Incomplete activities should be itemized, and responsbility clearly identified

The signing of the project charter marks the transition between which two phases of the project life cycle? a. Selecting and initiating b. Initiating and planning c. Planning and executing d. Executing and closing

Initiating and planning

When resourcing projects, there are several reasons why it is important to assign key players to the project as quickly as possible. Which of these is NOT a reason? a. It helps to establish an effective project culture. b. It contributes to the establishment of good project planning. c. It contributes to successful early progress of the project. d. It helps to lock them in even if they will not be needed for several months

It helps to lock them in even if they will not be needed for several months

During the chartering process, project managers and teams should look to work together to identify and assess any negative risks that could inhibit successful project completion. Major risks that are important enough to require a formal response plan are also assigned an owner. Major risks require an owner because: a. it is the owner who is responsible for making sure that risk response plan(s) is enacted if/when necessary. b. the owner is accountable for the risk and will be responsible for any issues if it occurs. c. the owner has the budget to cover the risk if it is triggered. d. the owner of major risks is the project sponsor.

It is the owner who is responsbile for making sure that risk response plan(s) is enacted if/when necessary

In an Agile project, within a(n) ___________, once the replanning is complete, very little additional change is allowed. a. knowledge area b. iteration c. release d. process group

Iteration

This Agile term refers to the Agile team focusing on reducing the time to complete work. a. Work in progress (WIP) b. Waiting c. Manage flow d. Pivot

Manage flow

In which type of organizational structure do members of the project team have two bosses? a. Functional b. Projectized c. Agile d. Matrix

Matrix

____________________ organization structures can be classified as weak, balanced, or strong, depending on the relative level of influence between the functional manager and the project manager. a. Silo b. Matrix c. Composite d. Projectized

Matrix

There are a number of differences between teams on traditional, plan-driven projects vs. Agile projects. Which of these is NOT a characteristic of an Agile project team? a. Meeting scope, schedule, and cost agreements b. Collaboratively and continually plan and commit c. Visible and constant communication, face-to-face when possible d. Principles of simplicity, willingness to change, value, and rapid feedback

Meeting scope, schedule, and cost agreements

All but one of these is a type of resource that might be included in the Resources Needed section of the charter. Which type of resource would typically NOT be included in this section? a. Office supplies b. Equipment c. People d. Space

Office supplies

Which of the situations described below would NOT lead to the creation of a new project? a. Customer request for an enhancement to a product b. Replacing obsolete physical facility c. Operating the assembly line in a factory on a day-to-day basis d. New law that requires regulatory compliance

Operating the assembly line in a factory on a day-to-day basis

__________ estimates are often used to seek initial project charter approval. a. Budget b. Order of magnitude c. Definitive d. Parametric

Order of magnitude

The methods of developing a deep understanding of customers and their needs vary extensively from one industry to another. All of the methods below are traditional approaches for soliciting stakeholder opinions and eliciting requirements EXCEPT: a. conduct focus groups. b. create prototypes. c. passive approach/no probing questions. d. observation and participation.

Passive approach/no probing questions

Which of the characteristics below does NOT describe a project? a. Temporary effort b. Progressively elaborated c. Permanent d. Creates a product or service

Permanent

__________ is "the process of identifying quality requirements and/or standards for the project and its deliverables and documenting how the project will demonstrate compliance with quality requirements and/or standards." a. Fact-based management b. Plan quality management c. ISO 9001:2015 d. Manage quality

Plan quality management

The sponsor asks the project team leader to align the project with organizational goals—but is unsure of exactly what this means. During project selection using Agile methods, which statement is true when considering how is alignment with organizational goals ensured? a. Portfolios and programs shown as roadmaps. b. Portfolios and programs as customer-driven value. c. Description of desired future state of value streams and solutions. d. Find and create the highest value capability for the customer first.

Portfolios and programs shown as roadmaps

With the strategic analysis, mission, and vision in place, strategic objectives to achieve the mission and vision are developed. Organizations that embrace the triple bottom line in their guiding values will have objectives promoting each one of them, and projects that are selected will contribute toward each. Which of these is NOT part of an organization's triple bottom line? a. Profit b. People c. Processes d. Planet

Processes

For a construction project, the house is the __________ deliverable, and the how-to instructions are the __________ deliverable. a. project, product b. product, interim c. product, project d. functional, non-functional

Product, project

Which of these is an example of an expedited cost? a. The team completes a major deliverable within the normal 40-hour work week. b. New computers are delivered per the agreed dates in the executed purchasing agreement. c. Production work is halted in the factory due to lack of inventory, and management pays extra for rapid delivery of additional material. d. Summer months are slow for the company so management establishes summer hours, where everyone gets Friday afternoons off.

Production work is halted in the factory due to lack of inventory, and management pays extra for rapid delivery of additional material.

The client asks the team leader for projections of what will be delivered after the initial sprint. During project selection using Agile methods, which statement is true when considering what is the primary way future work is organized? a. Products in backlog. b. Projects in portfolio. c. The simplest version of a product with just enough features to gain quick customer feedback. d. Define value from a customer's perspective.

Products in backlog

Which of these scenarios would NOT be considered a cause of project failure? a. Inadequate user involvement b. Unclear or unrealistic expectations c. Project participants learn new skills d. Lack of executive support

Project Participants learn new skills

Whom should the project manager consult if there is a severe resource overload and they are considering alternative actions such as resource leveling to resolve the problem? a. The resources who are involved b. The project sponsor c. The scrum master d. The customer

Project Sponsor

Which of these is NOT a managerial role in an Agile project? a. Project management/scrum office b. Customer (product owner) c. Coach d. Functional manager

Project management/scrum office

Which of these does NOT describe the work of a project? a. Projects are temporary and unique. b. Project managers need certain "soft" and "hard" skills to be effective. c. Projects go through predictable stages referred to as a life cycle. d. Project managers have all of the power and authority for getting the project done.

Project managers have all of the power and authority for getting the project done.

In the United States, government, business, consulting, and academic specialists in quality worked together to develop a common means of describing Total Quality Management (TQM). Which of these is NOT one of the key TQM areas that form the core values of the Malcolm Baldrige Performance Excellence Award? a. Visionary leadership b. Customer focused excellence c. Agility and resilience d. Project quality management

Project quality management

Which of these would be considered an adequate description of project success? a. Project was completed three months late. b. Project was delivered on time and on budget through the heroic efforts of two team members. c. Project resulted in market share growth, new products launched, and new technology capabilities. d. Company went 50% over budget to correct incomplete scope definition, and produced deliverables that satisfied customers.

Project resulted in market share growth, new products launched, and new technology capabilities

Projects are different from ongoing operations, in that: a. project managers can use checklists to manage their work. b. only projects are associated with processes. c. projects are unique, temporary efforts that have a definite beginning and a definite ending. d. projects consist of the ongoing work necessary to ensure that an organization continues to function effectively.

Projects are unique temporary efforts that have a definite beginning and a definite ending

Projects are different from ongoing operations, in that: a. project managers can use checklists to manage their work. b. only projects are associated with processes. c. projects are unique, temporary efforts that have a definite beginning and a definite ending. d. projects consist of the ongoing work necessary to ensure that an organization continues to function effectively.

Projects are unique, temporary efforts that have a definite beginning and a definite ending

Which of these is NOT one of the activities performed during the Close Project process? a. Customers are asked to accept project deliverables and to provide feedback b. Lessons learned are collected and shared c. Proposed changes are documented and sent through the integrated change control process d. Contracts are closed

Proposed changes are documented and sent through the integrated change control process

Which of the statements below DOES NOT accurately describe one of the four major purposes for a project charter? a. Helps the project manager, sponsor, and team members develop a common understanding of the project b. Authorizes the project manager to proceed c. Provides the detailed project scope, schedule, and budget to be completed by the team d. Quickly screens out obviously poor projects

Provides the detailed project scope, schedule, and budget to be completed by the team

Team members new to Agile question the benefit of deploying Agile. When considering organizational capability to use agile methods, what defines success? a. Meeting scope, schedule, and cost agreements. b. Meeting scope, schedule, cost agreements, quality and requirements. c. Providing business value by helping client achieve desired outcomes. d. Providing business value by helping project team members achieve agreed outcomes.

Providing business value by helping client achieve desired outcomes

A fixed cost is described as a cost that __________. a. is necessary to keep the organization running, but is not associated with one specific project b. only occurs because of the project and is often classified as direct labor or other direct costs c. remains the same regardless of the size or volume of work d. varies with the volume of use

Remains the same regardless of the size or volume of work

Project managers often confront the challenge of reducing excessive time commitments and overloads among project resources. All of the following methods can be used to reduce work overloads EXCEPT: a. Require all project resources to work overtime b. Split an activity into two activities and delay the second part. c. Reorder activities when logically feasible. d. Reassign certain activities to other workers.

Require all project resources to work overtime

A project to build a new playground near an elementary school has been approved by the city council, and funds have been set aside for the project. The land for the playground was previously a vacant lot and has been donated to the city by its owner. This initiative will affect a number of stakeholders and stakeholder groups. Which of the individuals or groups listed below would NOT be a project stakeholder for the playground? a. The families of the children who will use the playground b. The city council c. The project manager and team d. Retail stores in the city

Retail stores in the city

Knowledge management is hugely important on Agile projects. At the end of every two- to four-week iteration, a ceremony (meeting) called a ______ is held to determine what worked well and what can be improved. a. stand-up meeting b. show and tell c. retrospective d. backlog refinement

Retrospective

Near the end of the project, timing issues regarding team members must be addressed. Which of the answers below is NOT one of the three "r" end-of-project activities related to project team members? a. Recognizing team members b. Retrospective meetings with team members c. Releasing team members d. Rewarding team members

Retrospective meetings with team members

Contractor companies might determine which client projects to pursue by performing a quick _______. a. financial analysis b. SWOT analysis c. scoring model d. business case

SWOT analysis

Cost, schedule, and ________ are often so closely intertwined that they are monitored and controlled simultaneously, and a change in one of them impacts the other two. a. quality b. scope c. risk d. resources

Scope

The project work to be performed can come from the WBS and other sources. Which of these is NOT a source that might trigger project work to be authorized and performed? a. Corrective actions b. Scope creep c. Defect repairs d. Preventive actions

Scope creep

This is defined as an incremental increase in the work of a project without corresponding adjustments to resources, budget, or schedule. a. Project scope b. Product scope c. Resources needed instructions d. Scope creep

Scope creep

This element of the project charter is the project in a nutshell: a high-level description of what needs to be accomplished and how it will be done. It defines the project boundaries, and states at a high level what is included and what is not. a. Business case b. Background c. Scope overview d. Milestone schedule with acceptance criteria

Scope overview

The first draft of which two sections of the charter should be provided by the sponsor or leadership team? a. Milestone schedule with acceptance criteria b. Scope overview and business case c. Resources needed instructions d. Signatures and commitment instructions

Scope overview and business case

Which of these activities is NOT the responsibility of the steering team? a. Project selection and prioritization b. Sponsor selection c. Overall priority setting d. Select and mentor project manager, charter project

Select and mentor project manager, charter project

All of the following may be negotiated between a client company and a contractor EXCEPT: a. the amount of money to be paid b. quality standards c. selection criteria for scoring models d. personnel assignments

Selection criteria for scoring models

All of these challenges arise at the end of projects EXCEPT: a. keeping the right workers engaged until project completion. b. spending the remaining unused contingency reserves. c. wrapping up final administrative details. d. preventing exciting new projects from providing distractions to team members.

Spending the remaining unused contingency reserves

With whom may the project manager and team need to negotiate when creating the charter? a. Sponsor b. Leadership team c. Core team d. Functional manager

Sponsor

Which of these is NOT an issue to be considered when selecting team members? a. cross functional teams b. stages of team development c. co-located teams d. virtual teams

Stages of team development

A project manager and team are working on a high profile project and want to be sure that they are proactive about managing stakeholder expectations. What document can they refer to in order to understand their stakeholders' assumptions? a. Stakeholder identification and prioritization matrix b. Business case c. Communications plan d. Stakeholder engagement assessment matrix

Stakeholder engagement assessment matrix

During the plan stakeholder engagement process, project teams create a ______ to define how they will effectively engage stakeholders in planning and performing the project based on the analysis of the stakeholder's needs, wants, and influences. a. stakeholder register b. stakeholder identification and prioritization matrix c. stakeholder engagement plan d. stakeholder priority list

Stakeholder engagement plan

During the plan stakeholder engagement process, project teams create a ______ to define how they will effectively engage stakeholders in planning and performing the project based on the analysis of the stakeholder's needs, wants, and influences. a. stakeholder register b. stakeholder identification and prioritization matrix c. stakeholder engagement plan d. stakeholder priority lis

Stakeholder engagement plan

In order to manager stakeholders' expectations, a project manager needs to understand the stakeholders' assumptions. What document(s) can help with this? a. Stakeholder list b. Resource estimates c. Team-operating principles d. Charter signatures and commitment

Stakeholder list

The primary output of the "identify stakeholders" process is a ______, a repository of information regarding all project stakeholders. a. stakeholder breakdown structure (SBS) b. stakeholder register c. stakeholder directory d. contact list

Stakeholder register

___________ play(s) an important role in defining measures for project progress and results. a. Stakeholders b. Sponsors c. Project manager d. Project team

Stakeholders

All of these project team members should serve on a project change control board EXCEPT: a. sponsor. b. project manager. c. supplier. d. core team.

Supplier

In an adaptive project, it is up to the product owner to decide when the project has gone as far as is necessary, based on _____________. a. the WBS b. the final product, service, or result c. the "definition of done" d. the product backlog

The "definition of done"

Why could it be helpful to add a background section to a project charter? a. The background statement is the project purpose or justification, and answers the question "why?" b. The background statement represents the knowledge acquired by the project team throughout the project planning and execution. c. The background statement provides more detail to understand the rationale and purpose behind the Scope Overview and the Business Case statements. d. The background statement establishes what team operating rules or principles will be used.

The background statement provides more detail to understand the rationale and purpose behind the Scope overview and the Business Case statements

In a departmental staff meeting, the compliance officer of a U.S. medical records company announced a new project to expand the online records database by converting several years of hard copy archives to digital information. They assigned a project manager, and initial time and cost estimates were created. The project was quickly underway. The PM soon realized that a key stakeholder had not been consulted during planning, and several critical requirements for the conversion had been overlooked. Senior Management, belatedly made aware of the project, also questioned its importance and reassigned one of the key team members to a high profile project that satisfied important strategic goals for the organization. Which of these statements about the project's success or failure is not true? a. The project is a failure because of incomplete or unclear requirements. b. The project is a failure because it has inadequate executive support. c. The project is a success because it addresses the compliance officer's departmental goals. d. The project is a failure because of inadequate user involvement.

The project is a success because it addresses the compliance officer's departmental goals

What is the first step in capturing lessons learned at the end of a project? a. The project manager holds a meeting where each participant writes his or her top issues in a workspace where everyone can see them, then the entire group votes on the top five or ten. b. The project manager sends an e-mail asking the participants to identify major project issues before holding a meeting. c. The project manager holds a meeting where they ask project participants leading questions about the top issues one at a time to determine what went wrong and how it might be avoided in future projects. d. The project manager makes a list of the major project issues from their perspective and e-mails them to participants for feedback.

The project manager sends an e-mail asking the participants to identify major project issues before holding a meeting.

What will happen to a project's schedule if an activity on the critical path is delayed due to limited resource availability? a. Nothing will happen to the project's schedule if an activity on the critical path is delayed. b. The project's schedule will slip only if the float/slack period for the critical path activities is not enough to resolve the resource overload issue. c. The project's schedule will slip only if the float/slack period for the noncritical activities is not enough to resolve the resource overload issue. d. There is never a delay in the critical path, because it is the longest path through the network.

The project's schedule will slip only if the float/slack period for the noncritical activities is not enough to resolve the resource overload issue.

A project team attempting to close a project should review all of the following documents to ensure that everything promised was delivered EXCEPT: a. the project charter b. the stakeholder register c. the work breakdown structure d. the project schedule

The stakeholder register

All of these could be common causes of scope creep EXCEPT: a. the project scope is not clearly defined and agreed upon. b. the team adds more work to the project without realizing that more time and resources will be required. c. the team defines project and product scope as well as exclusions, constraints, and assumptions in a project scope statement. d. a customer is so excited about project progress that they ask for a new not previously requested project deliverable.

The team defines project and product scope as well as exclusions, constraints, and assumptions in a project scope statement

The project manager for a construction company is working on a project for an external client. Which reason below best explains why it is important for this project manager to understand the cultures of both organizations? a. To facilitate effective project communications and decision making b. To understand the standard project management practices and policies c. To understand how well the client's organization supports project management d. To understand if the client organization is viewed by insiders and others as being true to its values

To facilitate effective project communications and decision making

For the remainder of the organization to capitalize on lessons learned, a method must be established for documenting and sharing them. a. True b. False

True

If the project scope is hard to define early in the project and/or much change is expected, an Agile project management approach often works better. a. True b. False

True

Manage Quality is the process of using the quality plan and policy to perform tasks that will most likely lead to creating project outputs to customers' satisfaction. a. True b. False

True

Strategic Analysis is often called Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis. a. True b. False

True

The quality management plan specifies the acceptable level of quality, typically defined by the customer, and provides a detailed account of how the project will meet this level of quality with its deliverables and work processes. a. True b. False

True

Closure of a project generally entails all of the following activities EXCEPT: a. Ensuring customers have accepted the project deliverables b. Asking customers for feedback c. Collecting and sharing lessons learned d. Updating the project management plan

Updating the project management plan

All of these are good ways to analyze the relative priority of stakeholders on an Agile project EXCEPT: a. focus on outcomes. b. remain available. c. ask questions. d. use formal matrix with power, legitimacy, and urgency.

Use formal matrix with power, legitimacy, and urgency

Scope planning differs considerably in predictive and adaptive development approaches. In Agile, the smallest increments of scope and most detailed output are __________. a. project vision b. user stories c. sprint backlogs d. savage summaries

User Stories

The process of formalizing acceptance of the completed project deliverables is known as: a. product acceptance b. system turnover c. validate scope d. control scope

Validate scope

This Agile term used in resourcing and accelerating projects represents the forecasted number of story points a team can do in one iteration: a. Cadence b. Cycle time c. Velocity d. Swarming

Velocity

During Agile project estimating, a "spike" is undertaken when the team __________. a. wants to develop a definitive cost estimate for the entire project b. wants to work exclusively on verifying a specific approach to lessen risk c. agrees to "shift left." d. agrees to do value engineering

Wants to work exclusively on verifying a specific approach to lessen risk

Which of these is NOT one of the three questions that each team member answers in a daily Agile scrum (aka standup) meeting? a. What they did yesterday? b. What may get in the way? c. What they plan today? d. What improvements they're recommending to simplify the work?

What improvements they're recommending to simplify the work

Agile progress report meetings are held within the team every morning as brief (15 minutes) standup meetings. Which of these is NOT discussed by each core team member in the daily progress meetings? a. What was accomplished the previous day b. What will be accomplished today c. What potential obstacle(s) they've experienced d. What is planned to be accomplished in the next release

What is planned to be accomplished in the next release

Why should a project manager show courage to create an ethical project culture where others are encouraged to make the right decisions? a. When a spirit of mutual trust prevails and people know how to act, they will produce better ideas and partner more effectively within the team and with other stakeholders. b. In an ethical project culture, the project manager will exert a great deal of economic and political power, and will please the boss. c. The project manager should adopt ethical policies that primarily satisfy the team, possibly to the detriment of the project itself and other stakeholders. d. During difficult periods people may act inappropriately, exhibiting unethical behaviors that do not support the project, the team, or the other stakeholders. This is OK as long as the project manager behaves ethically at all times.

When a spirit of mutual trust prevails and people know how to act, they will produce better ideas and partner more effectively within the team and with other stakeholders

When deciding which activities to speed up in order to crash a project schedule, two questions must be asked: _________ and __________. a. Which activities have float?; which activity costs the least on a per-day basis to speed up? b. Are my most skilled resources available?; which activities are on the critical path? c. Which activities are on the critical path?; which critical path activity costs the least on a per-day basis to speed up? d. Which activities can I overlap by using time leads and alternative dependencies?; which work packages can I remove to reduce project scope?

Which activities are on the critical path?; which critical path activity costs the least on a per-day basis to speed up?

Should a virtual team also meet in person? a. No; the additional expense of arranging for all team members to meet in a central location is prohibitive. b. No; with the availability and diversity of technology methods available, it should not be necessary to physically bring team members together one time. c. Yes; the team should meet in person at every major project milestone. d. Yes; the team should meet in person once, at the beginning of the project.

Yes; the team should meet in person once, at the beginning of the project

The WBS is a project planning tool defined as the hierarchical decomposition of the project scope into __________ work elements at the lowest level. a. requirements b. user stories c. deliverable d. epics

deliverable

PMBOK 7e emphasizes the need for project leaders—and, ideally, all project team members—to have a high degree of _________. This is comprised of self-awareness, self-management, social awareness (i.e., empathy), and social skills. a. situational leadership b. strategic business management c. emotional intelligence (EQ) d. technical knowledge

emotional intelligence (EQ)

A project transition plan helps to ensure all of these EXCEPT: a. quality problems are avoided during the transition. b. the needed maintenance, upgrades, and training take place. c. project deliverables transition into their service or operational role. d. every risk in the risk register is updated with a new owner.

every risk in the risk register is updated with a new owner

A project is an ongoing endeavor undertaken to maintain a reliable product or service. a. True b. False

false

These individuals are department or division heads, and they are sometimes called resource managers. They are responsible for the ongoing business of the organization. a. Functional managers b. Facilitators c. Sponsors d. Project management office (PMO)

functional managers

The goal of _____________ is to achieve the maximum benefit toward the strategic goals of the company. a. program management b. portfolio management c. subproject management d. project management

portfolio management

Which of these is NOT one of the five types of Agile Meetings? a. Project kick-off with formal project plan review b. Sprint planning meetings c. Retrospective meetings d. Daily stand-up meetings

project kick-off with formal project plan review

The series of predictable stages that a project goes through from its initiation to its closure are referred to as the ____________. a. project processes b. project schedule c. project life cycle d. project management plan

project life cycle

Assessing an organization's strengths and weaknesses is an essential part of aligning projects with the organization. A project may be difficult to complete successfully if it supports the organization's goals, but the organization does not have the right capabilities. All of these are factors that could cause the project to be unsuccessful EXCEPT: a. necessary skills required for potential projects are not available internally and not easily acquired. b. project management processes are clearly defined and understood. c. individuals and teams require higher level leadership to assign tasks and make project decisions. d. organization is risk-averse at all levels.

project management processes are clearly defined and understood.

________ is the work required to be performed for delivering a product, service or result with the required features and functions. a. Product scope b. Work breakdown structure c. Scope management plan d. Project scope

project scope

Which of these is NOT one of the four purposes of a project charter? a. Help the project manager, sponsor, and team members develop a common understanding. b. Authorize the project manager to proceed. c. Quickly screen out obviously poor projects. d. Provide a detailed blueprint to guide project execution.

provide a detailed blueprint to guide project execution

A ___________ contains "work items that are identified during a final inspection that need to be completed." a. spec sheet b. checklist c. punch list d. to do list

punch list

All of these are changes a project manager may recommend in order to help the project get back on track EXCEPT: a. re-baselining the project plan every time there's a cost or schedule variance. b. reassigning activities to different workers. c. reordering activities so that they can be accomplished sooner. d. borrowing or acquiring additional resources.

re-baselining the project plan every time there's a cost or schedule variance

In a project scoring model, the leadership team agrees on a list of important criteria. After identifying any mandatory criteria, the leadership team determines the __________ of each decision criterion . a. relative importance or weight b. relative cost c. relative value or benefit d. resource needs

relative importance or weight

A ________ is a condition or capability needed by the client or a user to solve a problem or achieve an objective that satisfies a standard, a specification, or any other formally documented need. a. requirement b. scope c. work package d. product, service, or result

requirement

Organizations that use Agile methods often use ________ showing the functionality that will be developed in each release to consider upcoming work. a. portfolios b. programs c. projects and subprojects d. roadmaps

roadmaps

Validate __________ is the process where the stakeholders formally accept the completed project deliverables. a. WBS b. scope c. project d. product

scope

In which stage of team development do team members jockey for power, ask many questions, and establish dubious goals? a. Forming b. Storming c. Norming d. Performing

storming

The document that includes the necessary information to determine whether a project is worth the required investment, and is used for decision making by upper management, is called the: a. Project Scope Statement b. Project Charter c. Business Case d. Case Study

Business case

The project manager and team must build trust with all project stakeholders. There are a number of strategies for building trust. Which of these is NOT correct? a. Continually manage one-way communications b. Demonstrate a willingness to answer probing questions c. Display honest and ethical conduct d. Use lessons learned from previous projects and previous project phases

Continually manage one-way communications

An experienced project manager has successfully managed many new office build-outs for their East Coast company. The company just announced that they will be expanding operations to the Midwest, and a lease has been signed for 5,000 square feet of space in Cincinnati. The new office has to be up and running in 3 months, and leadership has asked for a construction estimate by the end of the day. How can the project manager come up with a credible estimate for the new space quickly? a. Tell the manager that you can't come up with an estimate in a few hours. b. Ask the manager questions about the new office space to understand the departments that will be located there, the level of finishes desired, etc. Then base the new budget on previous, similar projects. c. Create a work breakdown structure by using another previous project and generate a bottom-up estimate for each work package. d. Go through all office buildouts for the past five years. Calculate an average construction cost per square foot and multiply the 5,000 square feet by this historical cost per square foot to calculate the budget.

Ask the manager questions about the new office space to understand the departments that will be located there, the level of finishes desired, etc. Then base the new budget on previous, similar projects.

A project manager and key team members were preparing a RACI chart for the major project work packages and activities. In each row they only assigned one "A" (for Accountable) to a single resource. Why did they feel it was necessary for only one person to be assigned the primary accountability for each activity? a. Because only one person should do the work on each activity or work package b. Because the project manager is always the person who is accountable for each activity or work package c. Because if more than one person has accountability, it is too easy for them to blame each other when something goes wrong d. Because there are rarely enough people on a project team to have more than one person be accountable

Because if more than one person has accountability, it is too easy for them to blame each other when something goes wrong

Which of these is one of the associate project roles? a. Core team member b. Project manager c. Facilitator d. Steering team

Core team member

Project kickoff meetings are conducted for many reasons. All of these are reasons for conducting a project kickoff meeting EXCEPT to: a. allow all project stakeholders to express their legitimate needs and desires. b. enable the project manager to use their influence to get everyone excited about the project. c. document the lessons learned for the project. d. allow all key stakeholders to see how all the pieces of the project fit together.

Document the lessons learned for the project

When the values and principles of Agile influence a leader's thoughts and beliefs they are "being Agile." When they use the tools and metrics that spring from these values and principles, they are _____________. a. defining scope early to avoid changes b. following a detailed plan c. doing Agile d. performing ongoing operations

doing agile

Since projects are temporary in nature and the project team disbands upon completion, it is not necessary for project managers to provide ongoing support in the form of training, change management, and/or other services. a. True b. False

false

On an Agile project, MoSCoW is a prioritization technique that stands for _________. a. the city where it was invented b. minor, standard creation, and wonderful c. must, could, should, and will not have d. medium, small, and wide

must, could, should, and will not have

In which stage of team development is the project manager's strategy to personalize each member's role, collaborate when possible, and assess and build members' and team's capability? a. Forming b. Storming c. Norming d. Performing

norming

_________ is the "process of developing a plan that includes the total scope of what needs to be done and what is excluded from the project, implementation, and validation of the scope, and control deviations from the scope statement." a. Plan scope management b. Collect requirements c. Define scope d. Create WBS

plan scope management

This Agile term used in project selection and prioritization represents a wish-list of things that may be created by the project team. a. Product backlog b. Product roadmap c. Product vision d. Epic

product backlog

A project to build a new playground near an elementary school has been approved by the city council, and funds have been set aside for the project. The land for the playground was previously a vacant lot and has been donated to the city by its owner. This initiative will affect a number of stakeholders and stakeholder groups. Which of the individuals or groups listed below would NOT be a project stakeholder for the playground? a. The families of the children who will use the playground b. The city council c. The project manager and team d. Retail stores in the city

retail stores in the city

In projectized organizations, project team members are often moved to alternate locations to allow them to better work with one another and on the project in general. This is called _________. a. functional b. matrix c. co-location d. subproject

co-location

In which type of organizational structure do members of the project team have two bosses? a. Functional b. Projectized c. Agile d. Matrix

matrix

Which of the characteristics below does NOT describe a project? a. Temporary effort b. Progressively elaborated c. Permanent d. Creates a product or service

permanent

The balanced scorecard approach evaluates the organization from four perspectives, which include all of the perspectives below EXCEPT: a. internal business. b. growth and innovation. c. external threats. d. customer.

External threats

One common feature of Agile projects is the "daily walk-around meeting". a. True b. False

False

What are the four columns in a milestone schedule? a. Milestone, money, people, space b. Milestone, stakeholder, priority, interest in project c. Milestone, completion date, stakeholder judge, acceptance criteria d. Milestone, risk event, risk owner, risk response plan

MIlestone, completion date, stakeholder judge, acceptance criteria

An experienced project manager took over a troubled project that had serious performance and morale issues. The PM called the team together and stressed that all team members should keep each other informed, demonstrate that they value each other's input, share feelings, and respect confidentiality. With these new group norms, the project manager was establishing ________ between team members. a. team charter b. open and transparent communications c. joint establishment of project meeting agendas d. appropriate decision making and problem solving

Open and transparent communication

An experienced project manager took over a troubled project that had serious performance and morale issues. The PM called the team together and stressed that all team members should keep each other informed, demonstrate that they value each other's input, share feelings, and respect confidentiality. With these new group norms, the project manager was establishing ________ between team members. a. team charter b. open and transparent communications c. joint establishment of project meeting agendas d. appropriate decision making and problem solving

Open and transparent communications

Which of these is NOT a reason to design quality into processes rather than to find problems later through inspections? a. It costs more to make junk and then remake it. b. The time spent on rework aggravates schedule pressures that already exist on projects. c. A few mistakes or defects are likely to exist when project outcomes are delivered to customers. d. The best inspectors can find every variation and defect

The best inspectors can find every variation and defect