Project+ Test TVP1 WGU

Q: Andrew is manager of the HYG project for the HYG organization. This company relies on earned value management, and management has asked Andrew to create a report detailing how much more the project is likely to need to reach its conclusion. Andrew reviews the project, which has an assigned budget of $775,000, of which he's already spent $225,000. He's currently 25 percent through the project, though his schedule calls for him to be 35 percent complete. Given this information, what will Andrew provide as an estimate to complete his project? $550,000 $675,000 $900,000 $775,000

$675,000 Calculation for ETC: CPI = Earned value (EV)/Actual costs = 193,750/225000 = 0.8611111111111111 EAC = Budget at completion (BAC)/Cost performance index(CPI) = 775,000/0.8611111111111111 = 900000 ETC = EAC-AC = 900000-225,000 = 675000

Q: Given the following values: PV = 85, AC = 89, EV = 85, BAC = 90, ETC = 2, EAC = 91, what's the VAC? -1 92 5 91

-1 The formula for VAC is BAC - EAC, so the formula looks like this: 90 - 91 = -1.

Q: Given the following values: PV = 85, AC = 83, and EV = 81, what's the SPI? -3 .98 -2 .95

0.95 The formula for SPI is EV divided by PV (in this case, 81 / 85 = .95).

Q: You're working on a project for which status meetings generally have 12 participants. How many lines of communication are there? 72 60 12 66

66 There are 66 lines of communication. The formula for this equation is 12(12 - 1) / 2 = 66.

Q: The task of identifying stakeholders shows up in two areas of the Initiating Process group. Which areas are they? As a step in validating a project In the business case In the stakeholder matrix In the project charter

As a step in validating a project & In the project charter Stakeholders are identified and analyzed during project validation, and listed in the project charter.

Define the conflict management style Avoiding

Avoiding: One of the parties in conflict refuses to discuss it. Also known as withdrawal, this tactic never results in resolution.

Q: What's a histogram? Line chart A guideline for measurement Pie chart Bar chart

Bar chart A histogram is simply a bar chart. A Pareto chart is a good example of a histogram.

Q: Which of the following processes outlines the forms that project members will need to fill out to request a change, its approval process, turnaround times, how the change and documents describing its will be distributed, and the communication process for notifying the sponsor and key stakeholders of the change? Risk management process Control schedule process Change control process Quality control process

Change control process The change control process describes forms that project members are required to fill out to request a change, its approval process, turnaround times, distribution of the change and documents, and the communication process for notifying the sponsor and key stakeholders of the change.

Q: A team member submits a project change request to his project manager, which is later examined by the change control board (CCB ). To ensure quality of implemented project change requests, which of the following will need to occur? Each correct answer represents a complete solution. Choose all that apply. Changes are logged and updated in a change log document. A new sign-off is obtained on a project scope statement. Changes are approved and placed into production, once submitted to the change control board. The stakeholders are notified of approved changes. Changes are tracked and either accepted or rejected by the CCB.

Changes are logged and updated in a change log document. A new sign-off is obtained on a project scope statement. The stakeholders are notified of approved changes. Changes are tracked and either accepted or rejected by the CCB. Whenever there is a significant expansion in project scope, a team member submits a project change request to the project manager, which is later examined by the CCB. The following will occur to ensure quality of implemented project change requests: Changes are tracked and either accepted or rejected by the CCB. Once the changes are approved they are logged and updated in a change log document. When changes are approved and examined by the CCB , the project manager must take these additional steps: Modify the project scope statement. Obtain a new sign-off on the project scope statement. Notify stakeholders of the approved changes.

Q: To successfully complete the project, you need a transition plan that describes the movement of the final product to the organization. Which of the following process groups includes the transition plan? Initiating Closing Executing Monitoring/controlling

Closing The primary purpose of the closing process group is to document formal acceptance of project work and to hand off the completed product to the organization for ongoing maintenance and support. Thus, it includes a transition plan, lessons learned, final individual performance appraisals, a close report, and a post mortem analysis.

Define the conflict management style Compromise

Compromise: Achieved when each of the parties involved gives up something to reach a solution.

Define the conflict management style Confronting

Confronting: Also called problem solving, this is the best way to resolve conflict. A key action you'll perform with this technique is to go on a fact-finding mission.

Q: Which of the following is the portion of a project charter that restricts the actions of a project team? Milestone Constraint Assumption Risk

Constraint Constraint restricts the actions of a project team and may take the form of a budget, resources, schedules, or other limitations.

Q: Which of the following tools does a project manager use to make sure that a project deliverable complies with its specification? Control chart Gantt chart RACI chart PERT

Control chart A control chart displays variance of several samples of the same process over time and determines whether a project deliverable is out of specification.

Control schedule process

Control schedule is a method of monitoring project status to update its progress and deal with changes to the schedule baseline, and is concerned with: Determining current project status Influencing factors that create schedule changes Determining that the project schedule has changed Managing actual changes as they occur Control schedule is a component of the "perform integration change control" process.

Q: During which of the following processes are the project goals, objectives, and deliverables refined and broken down into manageable units of work? Initiating Monitoring and controlling Executing Planning

Planning The planning process is where project goals, objectives, and deliverables are refined and broken down into manageable units of work. Project managers create time and cost estimates and determine resource requirements for each activity. Planning involves several other critical areas of project management, including communication, risk, human resources, quality, and procurement.

Q: The final performance review occurs during the closing process phase. Which of the following is a benefit of this performance review? Remove disloyal team members Clarify roles and responsibilities Increase salary Recognize individual performance

Recognize individual performance Final performance review of team members can certainly assess individual performance, which can be helpful in recognizing which members can be to future project phases. The performance review benefits the project manager by retaining resources ready for future activities.

Q: You're in the close procurements process and have just verified that the work completed on contract isn't accurate and doesn't meet with your satisfaction. What procedure did you use to determine this? Vendor analysis Post-project review Scope verification Product verification

Product verification Product verification determines whether contract work was completed accurately and satisfactorily. Scope verification is performed for project work produced by the internal project team (not on contract), and the post-project review is performed to capture lessons learned. For more information, please see Chapter 10.

Q: Which of the following project documents graphically depicts project team members and their interrelationship? Project scope statement Project organization chart Project charter Project team directory

Project organization char A project organization chart graphically depicts project team members and their interrelationship. It shows an organization's hierarchical structure, usually displayed from the top down (see the figure below).

Q: Which of the following determines the outputs, outcomes, and impact of a project? Project result Project budget Project summary Project initiator

Project result The project result determines the outputs, outcomes, and impact of a project. Outputs are those results which are achieved immediately after implementing an activity. Outcomes can be considered as mid-term results. Impact is usually a long-term result and it may not be achievable even during the life cycle of the project.

Quality control process

Quality control is a process by which entities review quality of all factors involved in production. This approach places an emphasis on: Elements: Controls, job management, defined and well-managed processes, performance and integrity criteria, and identification of records. Competence: Knowledge, skills, experience, and qualifications. Soft elements: Integrity, confidence, motivation, team spirit, and quality relationships among personnel, and organizational culture.

Q: You're manager of the NGQ project and are reviewing project team assignments. You've decided to use a RACI chart as your responsibility assignment matrix. What does RACI mean? Responsible, accountable, consult, inform Responsible, accountable, communicate, inform Responsible, active, confirmed, inactive Resource, action, communicate, inform

Responsible, accountable, consult, inform A RACI chart is a responsibility assignment matrix; its initials stand for "responsible, accountable, consult, and inform."

Q: Which of the following processes comprise an Initiating Process Group? Each correct answer represents a complete solution. Choose two. Develop Project Charter Identify Stakeholders Develop Project Management Plan Define Scope

Develop Project Charter & Identify Stakeholders The Initiating Process Group consists of the Develop Project Charter and Identify Stakeholders processes. These processes define a new project or new phase of an existing project by obtaining authorization to start the project or phase.

Q: Ned's manager of a new project. He's determining which project team members he should recruit for the eight months it's slated to last. All of the following are enterprise environmental factors to consider in acquiring project team members, except for which one? Duration as an employee Cost to use the resource Interest in working on the project Availability to work on the project

Duration as an employee When selecting project team members, you don't consider the duration of their employment. The most important factors to consider are their experience and ability.

Q: What will the project manager do first when she determines that a team member has left the company and there are no qualified team members available to fill the vacancy? Outsource the position. Review the staffing plan. Remove the tasks from the WBS. Delay the scheduled delivery date.

Review the staffing plan. resources. Thus, when she determines that a team member has left the company and there are no qualified team members available to fill the vacancy, she'll review the staffing plan, because it documents when and how human resources will be added to and released from the project team, and what they'll be working on while they're part of the team.

Q: Which of the following are project management process groups? Choose three. Documenting Communicating Executing Planning Scheduling Closing Budgeting

Executing Planning Closing Initiating, planning, executing, monitoring and controlling, and closing are the five project management process groups. For more information, please see Chapter 2.

Q: You're project manager of your organization. A key stakeholder has informed you that you must complete your project on time. It's currently running behind the schedule and its budget won't allow for additional resources to meet its scheduled completion date. What's the best action you could take to meet the stakeholder's demands? Negotiating for more resources Negotiating for a new schedule Fast tracking the schedule Crashing the schedule

Fast tracking the schedule Of the above choices, fast-tracking would be the best to complete the project on time. It involves starting the next project phase before the current one's completed, resulting in a shortened project schedule.

Risk management process

Risk management is a continuous process that proceeds from threats to risks and finally to security measures. In this process, risks are first identified, then examined, and finally reduced to an acceptable level. This process is applied to all aspects of operational processes.

Define the conflict management style Forcing

Forcing: One person forces a solution on one or more other parties. Although this solution is permanent, it isn't necessarily the best one. People will go along with it because, as the name implies, they're forced to do so.

Q: From the following list of options, select three of the five common stages of development through which cohesive project teams progress. Forming Acquiring Storming Founding Inventing Norming Constraining

Forming Storming Norming The five stages of team development are forming, storming, norming, performing, and adjourning. For more information, please see Chapter 7.

Q: In a change-driven environment, what's more important than formal communications with regard to effective requirements management? Type of communication Correct communication Message of communication Frequency of communication

Frequency of communication Change-driven approaches focus more on frequency of communication than on formal documentation. Official documentation is often in writing, but informal communication takes precedence over more formal written communication.

Q: Which of the following are the types of solicitation documents you might use during vendor selection? Each correct answer represents a complete solution. Choose all that apply. IFB RFQ IFP RFP

IFB RFQ RFP An RFP (request for proposal), RFQ (request for quote), and IFB (invitation for bid) are all types of solicitation documents you can use to obtain bids from vendors for your project work.

Q: Select the three types of project selection methods that are considered economic model methods. Payback period IRR Scoring model NPV Cost-benefit analysis Discounted cash flow

IRR NVP Discount Cash Flow An economic model includes discounted cash flow, NPV, and IRR. Benefit measurement methods include cost-benefit analysis, a scoring model, and a payback period.

Q: Which two steps are used in validating a project? Identify and analyze stakeholders. Write the project charter and obtain approval. Validate the business case. Identify the project. Align the project to the strategic plan.

Identify and analyze stakeholders. & Validate the business case. The steps in validating a project include validating the business case and identifying and analyzing stakeholders.

Q: This type of change frequently adds risk and additional time to the project: Schedule Scope Risk Quality

Scope Scope changes frequently require schedule changes and could bring about new, unidentified risk events.

Q: Which of the following is the core function and primary responsibility of project managers? Integrating the project work and assuring the satisfaction of the stakeholders Assuring the project comes in on time and under budget Managing project resources appropriately and communicating project status Developing the project plan and obtaining approval from stakeholders

Integrating the project work and assuring the satisfaction of the stakeholders Project integration is the core function of project managers, and assuring the satisfaction of the stakeholders is their primary responsibility.

Q: You're manager of the NHO project and are hosting a software development workshop to gather project requirements. In the workshop, what name's assigned to the person who records the workshop minutes? Scribe Secretary Paralegal Reporter

Scribe The person who keeps the minutes in a workshop is commonly called a scribe, or recorder.

Q: You're project manager for your organization and are currently coaching Ben on process groups that comprise the project management life cycle. All of the following are process groups in the project management life cycle except for which one? Quality management Closing Monitoring and controlling Initiating

Quality management Quality management isn't a project management process group, but rather a project management knowledge area. The five process groups are initiating, planning, executing, monitoring and controlling, and closing. Project management processes Project management processes organize and describe project work. The five process groups of a project are as follows: Initiating: Grants approval to commit an organization's resources to project work. Planning: Includes project documentation requirements, budget, and work flow. Executing: The prime project phase in which all planned work is executed. Monitoring and controlling: Once the executing phase has begun, but while it's still in progress, this process ensures that project progress complies with plan documents. Closing: The project phase in which contract closeout occurs, and during which the project is formally accepted and approved. These processes serve as different project phases and are interrelated and interdependent.

Q: Quality metrics, quality checklists, and exit criteria are defined in which of the following processes? Quality control Quality planning Quality execution Quality audits

Quality planning Quality metrics are a standard of measurement defined in a quality management plan that determines what will be measured and how it will be measured. They're defined in the quality planning process, as are quality checklists and exit criteria.

Q: As you know, stakeholder analysis is a way to identify the individuals with an interest in a project plan. What is the prime advantage of identifying the project's stakeholders? The project cost will be reduced. The project will have support. The project quality will be improved. The project will be as per the schedule.

The project will have support. The prime benefit of identifying a project's stakeholders is that the project will have increased support. In turn, doing so allows the project manager to identify an appropriate focus for each stakeholder, as stakeholder interests, involvement, interdependencies, and influences have potential impact on project success.

Q: Which of the following should a project manager mandate to record changes in a project plan document made by stakeholders? Version control Change request Issue log Quality metric

Version control A version control system records changes into a set of files and helps recall some specific versions later; thus, it's mandated by a project manager to identify changes in a project plan document.

Vulnerability analysis...

also known as vulnerability assessment, is a process that defines systematic examination of a critical infrastructure, and identifies and classifies security vulnerabilities in a computer, network, or communications infrastructure. In addition, it forecasts effectiveness of proposed countermeasures, identifies security deficiencies and evaluates alternatives, and verifies adequacy of such measures after implementation.

Transferring Risk...

defers risk liability to a third party.

Avoiding Risk...

eliminates risks altogether by avoiding their causes.

Accepting Risk...

neither avoids, transfers, or mitigates but simply accepts the risk and it's consequences.

Mitigating Risk...

reduces risk impact or probability.

Q: You work as a project manager for Tech Perfect, Inc. You're looking for project performance efficiencies. The related key values are provided in the table below: Measurements Values EV 320 PV 310 AC 400 What's the current project cost variance (CV)? -80 +10 -10 +80

-80 According to the question, you're required to calculate the project cost variance (CV), which is a measure of project cost performance. The variance indicates whether costs are higher or lower than budgeted and is calculated using the following formula: Cost variance (CV) is a measure of project cost performance. A variance is used to determine if costs are higher or lower than budgeted. Cost variance is calculated by the following formula: CV = Earned value (EV) - Actual cost (AC) A positive value means that spending is less than budgeted, whereas a negative value indicates that project costs are higher than originally planned. Now, substituting the provided values in the formula: CV = EV - AC = 320 - 400 = -80 The negative CV (-80) indicates that costs are higher than planned.

Q: You're manager of the NHQ project, which has a budget of $750,000 and is scheduled to last two years. The project is currently 25 percent complete, though it was scheduled to be 40 percent complete by this time. The total project expenditure to date is $210,000. What's the project's cost performance index? -$22,500 .63 .89 $630,000

.89 To find the cost performance index (CPI), divide the earned value by the actual project cost. In this scenario, it's $187,500 divided by $210,000, or .89. The CPI is the ratio of earned value to actual cost. It s used to calculate performance efficiencies, as well as predict future performance in trend analysis. The CPI is calculated using the following formula: CPI = Earned value (EV) / Actual cost (AC) If the CPI value is greater than 1, it indicates better than expected performance; if less than 1, it shows poor performance. A CPI value of 1 indicates that the project is right on target.

Q: You're manager of the GTX project, which has 10 active stakeholders. How many communication channels will be required for effective communication with the stakeholders? 10 2 9 45

45 The total number of project communication channels is calculated using the following formula: n(n - 1) / 2 where n is the number of stakeholders.

Q: Why should you have a formal review of the final project management plan with the sponsor and key stakeholders? Choose three answers. To finalize the document and move into execution To make sure everyone is on board with the plan To give the sponsor the ability to back out To obtain sign-off To catch any last-minute additions

A formal final review of the comprehensive project management plan is required so that you, the sponsor, and key stakeholders understand what it is you're about to do, can authorize and sign off on that work, and can move the project into the executing phase.

Q: Select the statement that most closely defines a project. A project is any short-term endeavor that provides a single product or service. There are definite start and end dates to a project. A project is any endeavor that provides a single product or service. The start and end dates are not necessary. A project is any service that represents an ongoing effort. A project is any short-term endeavor that provides multiple products or services.

A project is any short-term endeavor that provides a single product or service. There are definite start and end dates to a project. There are some key terms in the definition of a project. One key term is "temporary," defined by the project's definite start and end dates.

Q: There are seven risk responses a project manager can use to address risk events. Which of the following is a risk response that's appropriate to positive or negative risk events, depending on the project? Avoidance Sharing Transference Acceptance

Acceptance is a risk response appropriate to either positive or negative risk events. Acceptance response is a part of risk response planning. Acceptance response indicates that the project plan will not be changed to deal with the risk. Management may develop a contingency plan if the risk does occur. Acceptance response to a risk event is a strategy that can be used for risks that pose either threats or opportunities. Acceptance response can be one of two types: Passive acceptance: A strategy in which no plans are made to avoid or mitigate the risk. Active acceptance: These responses include developing contingency reserves to deal with risks in case they occur. Acceptance is the only response to both threats and opportunities.

Q: You've identified a new risk in your project that will likely cause serious delays to your project completion date. What should you first do with the newly identified risk? Alert management to the delays the risk will likely cause the project schedule. Ask for additional funds to be added to the project's contingency reserve to pay for labor to offset the delay the risk will cause. Add the risk event to the project's risk register, along with any additional information you've discovered about the risk. Ask the project team and subject matters experts to perform quantitative risk analysis to confirm the impact of the risk event.

Add the risk event to the project's risk register, along with any additional information you've discovered about the risk. Whenever a new risk is identified, it's added to the risk register to document the risk and its characteristics. Risk register A risk register is a document that contains results of qualitative and quantitative risk analyses and risk response planning. Description, category, cause, probability of occurrence, impact on objectives, proposed responses, owner, and current status of all identified risks are entered in the risk register.

Q: Your project seems to have "faded away" over time and become a full-fledged ongoing operation. What type of project ending does this describe? Addition Extinction Integration Starvation

Addition Addition occurs when projects evolve into ongoing operations. Integration occurs when resources are distributed to other areas of an organization, and starvation is a project ending caused by project resources being cut off. Extinction occurs when project work is completed and accepted by its stakeholders.

Q: Which of the following cost estimation methods uses historical information from similar projects and expert judgment to determine total project cost? Actual Bottom-up Analogous Parametric

Analogous Analogous estimation uses parameter values such as scope, cost, and budget, and duration or measures of scale such as size, weight, and complexity, from a previous, similar activity as basis for estimation of a similar parameter in a future activity. It's a top-down estimating technique that's also a form of expert judgment; however, it provides a lower degree of accuracy than other estimation techniques. Analogous estimation is used primarily when there's a limited amount of detailed information about a project or program.

Q: A project team requires several team members for successful project completion. A project sponsor wants to remove an individual from the project team who has all the requisite skills and knowledge. Which of the following is the best action for the project manager to take in this situation? Ignore the request from the project sponsor, as he/she has no bearing on project deliverables. Arrange a meeting with the project sponsor to discuss the issue and explain the negative impact of removing the individual from the project. Arrange a meeting with the individual to explain the situation with the project sponsor and remove the individual from the project. Identify a replacement for the individual and then remove the individual from the project.

Arrange a meeting with the project sponsor to discuss the issue and explain the negative impact of removing the individual from the project. If a project sponsor wants to remove an individual from the project who has all the requisite skills and knowledge, the project manager must arrange a meeting with the sponsor to discuss the issue and explain the negative impact of removing the individual from the project. Removing a skilled team member will have an adverse effect on the quality, time, and cost required to successfully complete the project.

Q: When would you use your negotiation skills on a project that's in the Executing process group? When you're attempting to get better hardware for the same money As a conflict-resolution technique with the team When you're running a high-level project in which you could augment the outcome by adjusting certain tasks When you want a certain individual to work on your project team

As a conflict-resolution technique with the team In most situations, team members would have been chosen during planning and brought together for the first time during the executing stage, so you wouldn't be negotiating for resources during this phase. The same is true for option A, in that procurement planning and negotiation would happen during planning. Adjusting tasks would have also occurred during planning or could potentially happen as a result of change requests during the controlling processes. Negotiation in executing is used as a conflict-resolution technique. For more information, please see Chapter 7.

What are Key Performance Indicators (KPIs)?

As their name makes explicit, key performance indicators (KPIs) are a measure of performance. Such measures are commonly used to help an organization define and evaluate how successful it is, typically in terms of making progress toward its long-term organizational goals. KPIs can be specified by answering the question: What is really important for different stakeholders? KPIs can be monitored using business intelligence techniques to assess an organization s present state and assist in prescribing a course of action. The act of monitoring KPIs in real time is known as "business activity monitoring" (BAM). KPIs differ, depending on the nature of the organization and its strategy. They help to evaluate its progress toward its vision and long-term goals, especially toward difficult-to-quantify knowledge-based goals.

Q: Management is examining your project and comparing it to one recently completed in the organization. The completed project was somewhat similar to yours, though your project scope is larger. Management is creating a rule mandating that your project match the earlier project's performance. Specifically, you expect your project to have a cost performance index of .97 or better, a schedule performance index of .95 or better, and a cost variance of less than five percent of your total budget. By using the past model as a guide, what quality planning approach is management using to set goals for your project? Cost of quality determination Cost-benefit analysis Benchmarking Earned value management

Benchmarking Whenever you compare activities or performance of one project to another one to create project goals, you're "benchmarking." Benchmarking involves comparing actual or planned project practices to those of other projects to generate ideas for improvement and to provide a basis by which to measure performance. Benchmarking can be done with activities, deliverables, resources, and more.

Q: Gary is manager of the NGH project for his organization. He and the project team have created an initial WBS. Before Gary and his team create an activity list, Gary wants them to help him create a unique numbering system for deliverables identified in the WBS. What numbering system can Gary and his team apply to the WBS to identify components of the WBS? Activity linkage sequencing Component numbering Code of accounts Chart of accounts

Code of accounts A code of accounts is a hierarchical numbering system that uniquely identifies each deliverable of a WBS and segments the WBS by numbered levels.

Q: Which of the following describes the statement below? "This determines the minimum and maximum acceptable values of process variation." Project budget Quality metric Control limit Cost baseline

Control limit In control charts, a control limit determines the minimum and maximum acceptable values of process variation. It helps a project manager and stakeholders identify the points at which corrective action must be taken to prevent unpredictable process performance.

Q: Which of the following is a measure of project cost efficiency? Cost Performance Index (CPI) Actual Cost (AC) Cost Variance (CV) Budgeted Cost of Work Scheduled (BCWS)

Cost Performance Index (CPI) Cost Performance Index (CPI) is a measure of cost efficiency on a project. The CPI is the ratio of earned value to actual cost. It s used to calculate performance efficiencies, as well as predict future performance in trend analysis. The CPI is calculated using the following formula: CPI = Earned value (EV) / Actual cost (AC) If the CPI value is greater than 1, it indicates better than expected performance; if less than 1, it shows poor performance. A CPI value of 1 indicates that the project is right on target. Answer option C is incorrect. Cost variance (CV) is a measure of project cost performance. A variance is used to determine if costs are higher or lower than budgeted. Cost variance is calculated by the following formula: CV = Earned value (EV) - Actual cost (AC) A positive value means that spending is less than budgeted, whereas a negative value indicates that project costs are higher than originally planned.

Cost-benefit analysis...

Cost-benefit analysis is a technique related to the cost effectiveness of different alternatives to assess whether a project's benefits outweigh its costs. Its aim is to gauge the efficiency of intervention in relation to maintaining a status quo.

Q: A project's cost variance (CV) is positive. What does this result indicate? Costs are according to the budget. The project budget is insufficient. Costs are higher than that planned for the project. Costs are less than that budgeted.

Costs are less than that budgeted. Cost variance (CV) is a measure of project cost performance. A variance is used to determine if costs are higher or lower than budgeted. Cost variance is calculated by the following formula: CV = Earned value (EV) - Actual cost (AC) A positive value means that spending is less than budgeted, whereas a negative value indicates that project costs are higher than originally planned.

Q: Which of the following organizational structures gives project managers the power to handle workers directly and therefore adequately handle the entire project? Strong matrix Risk matrix Coverage matrix Weak matrix

Coverage matrix A strong matrix organizational structure gives project managers the power to handle workers directly and therefore adequately handle the entire project. But project managers are not accountable for human resource management. When project managers start new projects, they discuss their staffing needs with functional managers, who seek to fill those needs.

Q: You work as a project manager for uCertify, Inc. You have to keep resources levelly loaded, but will require them to be flexible in their start time. You have to quickly switch between tasks and task chains to keep the whole project on schedule. Which of the following methods will you use to accomplish the above task? Critical chain project management (CCPM) Precedence diagramming method (PDM) Arrow diagramming method (ADM) Linear scheduling method (LSM)

Critical chain project management (CCPM) Critical chain project management (CCPM) is a method of planning and managing projects that emphasizes resources required to execute project tasks. This is in contrast to the more traditional critical path and PERT methods, which emphasize task order and rigid scheduling. A critical chain project network tends to keep resources levelly loaded, but requires them to be flexible in their start times and to quickly switch between tasks and task chains to keep the whole project on schedule.

Q: A heterogeneous project team consists of members with differing customs and value systems for developing deliverables. Which answer option pertains to customs and value systems? Time-zone differences Language barriers Cultural differences Communication preferences

Cultural differences In an organization, a heterogeneous project team comprises people from different cultures and thus there will be cultural differences amongst members. Customs and value systems deal with cultural differences.

Q: Two project managers are working on their respective projects in a matrix environment. They're in conflict over a particular resource they both require. Who has the authority in this environment to decide where and how the resource in question will be used? Functional management of the organization Project manager with more work experience Customers of the organization Team members of both the projects

Functional management of the organization In the case of a conflict between two project managers over a particular resource, functional management of their organization will decide where and how the resource will be used. A functional manager performs various management roles in an administrative or functional business area, such as human resources, finance, accounting, or procurement. She's assigned her own permanent staff to carry out ongoing work. She must have a clear directive to manage all tasks within her functional area of responsibility.

Q: In software development, which of the following is used to document services and functions that have been accidentally left out, deliberately eliminated, or have yet to be developed? Requirement analysis Gap analysis Cost-benefit analysis Vulnerability analysis

Gap analysis Gap analysis is used to document services and functions that have been accidentally left out, deliberately eliminated, or have yet to be developed Gap analysis is a technique that helps a company compare its actual performance with its potential performance. It's a formal study of what a business is doing currently and what it would like to do in the future. Gap analysis provides a foundation for measuring investment of time, money, and human resources required to achieve a particular outcome.

Q: "Install an interactive voice response system to increase customer response time by an average of 15 seconds and decrease the number of customer service interactions by 40 percent" is an example of which of the following elements of a project charter? Goals and objectives High-level requirements Milestone Project description

Goals and objectives Goals and objectives are specific and measurable. A project description describes key characteristics of a product, service, or project result, but the clue in this question is the quantifiable results you're looking for at the conclusion of the project. The project description describes the project as a whole, and milestones describe its major deliverable or accomplishments. For more information, please see Chapter 2.

Q: The Project Communications Management knowledge area focuses on which of the following processes? Each correct answer represents a complete solution. Choose all that apply. Identify stakeholders Create Work Breakdown Structure (WBS) Distribute information Report performance

Identify stakeholders Distribute information Report performance Project Communications Management is one of the nine Knowledge Areas. It employs the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information. The following processes are part of Project Communications Management: Identify Stakeholders Plan Communications Distribute Information Manage Stakeholder Expectations Report Performance The Project Communications Management processes provide the critical links among people and information that are necessary for successful communication. These processes interact with each other and with the processes in the other Knowledge Areas as well

Q: You're manager of the H2A project, which is designed to create new software for your organization. Some project team members aren't comfortable addressing project stakeholders directly about its status and requirements. You've decided that all communications to and from your project team should flow through you. Where should you document this team and stakeholder decision? Stakeholder directory Project management plan Ground rules Risk register

Ground rules This is an example of team ground rules by which the project team and stakeholders should all agree to abide. You might also document this communication decision in the project's communications management plan. Ground rules contribute significantly to improved communication among project team members, improved work relationships, and a better end result for the project. The project manager should assemble key players to establish a shared understanding of the project and share ground rules that will help focus the team and provide the required results. Here are a few common ground rules vouched for by successful project managers: Define how the team will work together: Include information such as frequency of team meetings, names of chairperson and attendees, consensus method, maximum time allowed per speaker, and so on. Define a decision-making process: Will you make decisions by consensus, or by majority vote? What type of verifiable evidence will you require? In case of a tie, who has final say? Who will record decisions? Define a conflict resolution procedure: What process will you use to address conflict? What ground rules, such as a time period, will you set for doing so. Ground rules allow for meaningful dialogue with the aim of producing effective project results, and they must be agreed upon and signed off by everyone involved. Ground rules are not guaranteed to be effective and may need to be revised as needed.

Q: While working on a project, it's very important to keep the lines of communication open with team members to develop a good quality product. What should a project manager do for a team member who doesn't speak the same language? Insist that all communication be in English Ask for a replacement team member that speaks the same language Hire a translator to assist team members while communicating Communicate with the team member using translation software

Hire a translator to assist team members while communicating In today's global world, it's more likely than ever that you'll have team members from various geographic regions who speak different languages. To solve communication preferences and language barriers, a project manager should hire a translator to assist communication among team members for clarity of communication and successful project completion.

Q: Which of the following statements is true about scope creep? It occurs when a project isn't properly defined, documented, or controlled. It's a set of associated activities, focused around a particular scope, that follow a path from initiation to completion. It's a formal, approved document used to guide both project execution and project control. It's a concept that denotes the precise probability of specific eventualities.

It occurs when a project isn't properly defined, documented, or controlled. Scope creep (also called focus creep, requirement creep, feature creep, and sometimes "kitchen sink syndrome") refers to uncontrolled changes in a project's scope, including those that circumvent the change control process and thus aren't tracked. Such changes take away from valid project time and costs. Scope creep can occur when project scope isn't properly defined, documented, or controlled. It s generally considered a negative occurrence to be avoided.

Q: Projects are considered successful when their goals are fulfilled and stakeholders are satisfied with results. Which of the following is the most likely reason why projects fail to satisfy stakeholder expectations? Lack of planning Lack of technology Lack of quality Lack of resources

Lack of planning Planning involves several other critical areas of project management, including communication, risk, human resources, quality, and procurement. Planning increases the probability of project success by ensuring that stakeholders clearly understand project goals, objectives, benefits, and risks. Conversely, lack of planning is the single greatest cause of projects' failure to satisfy stakeholder expectations.

Q: A project manager's experience shows that employing four laborers will produce 10 deliverables. On the other hand, doubling the workforce to eight laborers produces only 15 deliverables. Which of the following laws governs this scenario? 80/20 law Pareto's law Parkinson's Law Law of diminishing returns

Law of diminishing returns The law of diminishing returns states that the relationship between an increase in applied labor and its outcome isn't linear. Thus, for example, a project manager can't expect that doubling her workforce will cut a project's duration by half. Simply adding project input will result in diminishing output (assuming all other input is fixed); the change in output per unit labor increase is negative, and total output is falling.

Q: Which of the following is the last deliverable at the close-out meeting? Source code of application Project approval Lessons Learned Customer Feedback

Lessons Learned The last deliverable at the close-out meeting is lessons learned. Documenting lessons learned is the most important step of project closure, in which a project manager identifies where things went wrong, how she fixed them, and what future alternatives might be considered. Lessons learned are useful to those involved in a similar project.

Define the conflict management style Negotiating

Negotiating: In terms of conflict resolution, it usually involves a third party who acts on the behalf of (or sides with) one of the parties involved and helps all parties reach an agreement.

Q: You're project manager of your organization and thus coaching Sam on the differences between a project and operations. Which one of the following statements best defines a project. A project creates a unique product or service for the organization's customers. A project is a temporary endeavor that has definite beginning and ending dates, and and it results in a unique product, service, or result. A project moves through five phases: initiating, planning, executing, monitoring and controlling, and closing. A project provides a service to the organization.

Of all the choices, the best definition of a project is that it is a temporary endeavor that has definite beginning and ending dates, and and it results in a unique product, service, or result. In project management, a project consists of a temporary endeavor undertaken to create a unique product, service, or result. Another definition is a management environment that is created for the purpose of delivering one or more business products according to a specified business case. Projects have the following characteristics: They are unique. They are temporary in nature and have a definite beginning and ending date. They are completed when the project goals are achieved. Their success is measured by evaluating whether they meet or exceed expectations of the stakeholders. Project objectives define target status at the end of a project, the fulfillment of which is considered necessary for the achievement of planned benefits. A project should be specific, measurable, achievable, realistic, time-bounded, ethical, and recorded. The evaluation (measurement) of its effectiveness occurs at the project s closure. However, a continuous guard on its progress should be kept through monitoring and evaluation.

Q: A financial manager in an organization has the authority to track costs of internal resources used in a project. Which of the following will most likely contain this information. Resource breakdown structure RACI matrix Organizational breakdown structure Work breakdown structure

Organizational breakdown structure A resource breakdown structure is a document that contains a project scope, estimates project cost, identifies required resources, and develops a project schedule. It is managed by the organization's financial manager, who also authorizes the project to begin.

Q: You're the project manager for your organization and are creating a time estimate for your project. Your project will require the installation of 1,500 doors on your organization's campus; the doors are fireproof and mandated by law. Roger, a project team member, estimates that each door will take 1.5 hours to install and test successfully; you've used that figure to estimate a total installation time for all doors at 2,250 hours of labor. What type of estimate have you created? Bottom-up Expert judgment Parametric Rough order of magnitude

Parametric This is a parametric estimate because you're using the 1.5 hours parameter that Roger calculated for each door. Parametric estimation is a technique that uses parameters or project characteristics to forecast project costs. It involves a top-down approach that's similar to but more accurate than analogous estimation because it considers historical data and other variables in its estimate, such as scope, cost, budget, and duration.

Q: You ask your team members for a quantitative task duration estimate. What technique will they use to determine this? Analogous estimating Parametric estimating Expert judgment Bottom-up estimating

Parametric estimating Parametric estimates are quantitatively based estimates typically calculated by multiplying rate times quantity.

Q: Frank is manager of the NHQ project for his company. He's working with his project team, key stakeholders, and several subject matter experts on risks of dealing with new project materials. Frank wants to utilize a risk analysis method that will help his team make decisions regarding the current uncertainty concerning the new materials. Which risk analysis approach can Frank use to make decisions in the presence of uncertainty? Perform quantitative risk analysis process Perform qualitative risk analysis process Delphi technique Monte Carlo technique

Perform quantitative risk analysis process Quantitative risk analysis presents a quantitative approach to decision-making in the presence of uncertainty.

Q: You've been assigned manager of a new project that involves development of a new interface for your existing time management system. During your previous status meeting, your project's sponsor asked whether you'd need additional funds reserved for it or he could apply them to another project. Which of the following would probably give you this information? Project cost baseline Performance reports Project network diagram Affinity diagram

Performance reports Performance reports organize and summarize project performance information, including, but not limited to, variance analysis, forecast of completion (time and cost), current values of costs, and so on. This information should tell you whether you need additional funding for your project.

Q: On an average project, project managers spend most of their time performing which of the following activities? Planning the project Managing the people who are performing the work of the project Interfacing with the sponsor and stakeholders Controlling the tasks

Planning the project For an average project, project managers spend the majority of their time on well-developed project planning activities, such as creating the project scope statement, WBS, schedule, budget, and project plan.

Q: Which of the following activity sequencing techniques represents the statement below? "It graphically represents schedule activities as nodes and defines the sequence relationship between them." Conditional Diagram Method (CDM) Arrow Diagram Method (ADM) Critical Chain method (CCM) Precedence Diagram Method (PDM)

Precedence Diagram Method (PDM) The Precedence Diagram Method (PDM) is a technique used for constructing a schedule model in which activities are represented by nodes and graphically linked by one or more logical relationships to illustrate the sequence in which activities are to be performed

Q: Who's responsible for defining key performance indicators (KPIs)? Process manager Service owner Service level manager Process owner

Process owner A process owner is responsible for defining key performance indicators (KPIs). A process owner is responsible for defining key performance indicators (KPIs). She executes the crucial role of process champion, design lead, supporter, instructor, and protector. The process owner should be a senior-level manager with credibility, influence, and authority across various areas impacted by process activities. She must have the ability to influence and ensure compliance to policies and procedures put in place across cultural and departmental silos of an IT organization. The role of process owner must be defined in the initial planning phase of any ITIL project. She's responsible for overall process quality and oversees management of, and organizational compliance to, process flow, procedures, data models, policies, and technologies associated with the IT business process.

Q: Your team has given you the following estimates: most likely, pessimistic, and optimistic. What technique will they use to determine a final expected value estimate for the task? Analogous estimating Program evaluation and review technique (PERT) Fast tracking Parametric estimating

Program evaluation and review technique (PERT) Program evaluation and review technique (PERT) calculates an expected value estimate using most likely, pessimistic, and optimistic estimates.

Q: You're the program manager for your organization and are planning the program. One of the plans you need to create will define how you'll transfer program benefits to your organization's operations. Which program management plan represents this process? Program closure plan Operational transfer plan Program transition plan Benefits transfer plan

Program transition plan A program transition plan defines how your program's benefits are moved from program control to organizational control. Benefits can be moved from the program to operations throughout the program, not just at program closure

Q: Which of the following calendars is used to define the working and nonworking days and times for tasks? Resource calendar Project schedule Project calendar Corporate calendar

Project calendar A project calendar shows the list of working and nonworking days (either holidays or planned time off when no work will be done). Nonworking days are considered idle time A project calendar is used to define the working and nonworking days and times for tasks. It usually represents an organization's traditional working hours, and is used to schedule project tasks without assigned resources or of fixed duration. By default, a standard base calendar is used as the project calendar. A user can also reflect alternative schedules by using other base calendars. The project calendar's working days and hours reflect those for the whole project. A user can specify special days off, such as company holidays, and can indicate other nonworking times to reflect periods when the whole team will be working on non-project activities, such as company meetings or department retreats.

Q: Alice is manager of the NHQ project, which is entering its closing phase. Her project's been run contractually for another organization. Her organization requires Alice to complete performance reviews of her project team, review deliverables with the project's customer, and to obtain formal sign-off of project deliverables. There might be other conditions and activities required of Alice in this final project phase. Where can Alice check regarding such conditions and activities? Project integration plan Project contract Project quality control procedures Project communications management plan

Project contract The project contract is the best source for determining what activities are required for project closure. A contract is an exchange of promises that creates and defines obligations between two or more parties and is enforceable in a court of law. It mutually binds the seller to provide a specified product, service, or result, and binds the buyer to pay for it.

Q: Whose responsibility is it to investigate a customer's request, understand it, and document its requirements in the form of a project concept document or high-level requirements document? Functional manager Project sponsor Stakeholder in the business unit that requested the project Project manager

Project manager It's the project manager's responsibility to investigate a customer's request, understand it, and document its high-level requirements.

Q: In most organizations, this is the only person with the authority to cancel a project. Executive director or manager in the organization Project manager Executive-level stakeholder Project sponsor

Project sponsor In most organizations, the project sponsor has the authority to cancel a project. The project manager will likely be the one who recommends project cancellation; however, it's always a good idea to have stakeholder consensus regarding this decision as well.

Q: Ishikawa diagrams, Pareto diagrams, trend analyses, flowcharts, statistical sampling, and run charts are tools and techniques used in which process? Risk monitoring and control Quality control Cost budgeting Scope verification

Quality control Quality control is the review of project results to determine whether they comply with standards documented in a quality management plan. This process uses the tools and techniques stated in the question. For more information, please see Chapter 9.

Q: Mark works as a project manager in an organization. The company's top management has instructed him to graphically represent roles and responsibilities of project team members. Which of the following graphics will Mark provide to management? RACI chart Line chart Gantt chart Pareto chart

RACI chart Mark will provide an RACI chart to graphically represent roles and responsibilities of project team members. RACI is an acronym formed from four key descriptors: responsible, accountable, consulted, and informed. It's a responsibility assignment matrix used to ensure clear divisions of roles and expectations when the team consists of internal and external resources.

Q: All of the following describe a model of communication exchange except for which one? Receivers decode the message and make certain the message is clear and concise. The message can take many forms including written, verbal, formal, and informal. Sender-message-receiver. Senders are responsible for encoding the message and presenting it in such a way that the receiver can correctly understand it.

Receivers decode the message and make certain the message is clear and concise. Receivers decode a message, and ascertain that they comprehend and have received all of its information. Senders are responsible for making certain the message is clear and concise.

Q: This document describes the procedures for preparing a WBS (work breakdown structure), how changes to scope will be addressed, how deliverables will be verified, and other elements. Request for proposal Scope statement Project charter Scope management plan

Scope management plan A scope management plan describes procedures for preparing a scope statement and WBS, a definition of how deliverables will be verified, and a description of the process for controlling changes.

Q: For computing quantitative risk analysis, which of the following analyses determines which risk events might have the highest impact on a project? Sensitivity analysis Earned monetary value analysis Decision tree analysis Monte Carlo analysis

Sensitivity analysis Sensitivity analysis helps to determine which risk events have the highest potential impact on a project as a whole. It analyzes the uncertainty of each project objective to predict the likelihood of reaching project objectives in relation to other risk events.

Q: Mark works as a project manager in an organization. He finds that two of his team members are in conflict over their project's database server configuration. Mark intervenes and tells them they both have good points, but server configuration will be decided during project planning. Both team members agree with this. What type of conflict resolution has Mark used in this instance? Compromising Forcing Smoothing Avoiding

Smoothing This method of conflict resolution is known as smoothing, in which areas of agreement are emphasized and areas of disagreement are downplayed. However, conflicts often aren't resolved this way.

Define the conflict management style Smoothing

Smoothing: A temporary way to resolve conflict; areas of agreement are emphasized over areas of difference, resulting in real issues staying buried.

Q: Which of the following can use EVM (earned value management) in its preparation for management? Each correct answer represents a complete solution. Choose all that apply. Status reports Trend reports Performance reports WBS

Status reports Trend reports Performance reports Status, trend, and performance reports can all use EVM (earned value management) as an input. EVM is a technique used to assess project progress in an objective manner. It has the unique ability to combine measurements of scope, schedule, and cost in a single, integrated system. When properly applied, EVM provides an early warning of performance problems. Additionally, it promises to enhance the definition of project scope, prevent scope creep, communicate objective progress to stakeholders, and keep the project team focused on progress.

Q: In your organization, you report to the director of project management, and your team members report to their areas of responsibility (accounting, human resources, and IT). You'll have complete control of the project team's assignments once the project is underway. Which organizational structure does this scenario describe? Strong matrix Functional Weak matrix Project-based

Strong matrix This scenario describes a strong matrix organization, because the project manager works in a division whose sole responsibility is project management. Once team members are assigned to the project, the project manager has the authority to hold them accountable for their tasks and activities. For more information, please see Chapter 1.

Q: You're manager of the NHQ project. Your organization has a functional structure in which you report to Henry, the CIO. Henry has told you that although your project's going well, you'll need to limit the number of hours resources can contribute to the project from this point forward. This is because the resources will begin other projects in the IT department next week. If Henry limits resource availability to 20 hours per week for your project, what will happen to its duration? The amount of work will increase and it will take longer to complete. The amount of work will remain the same, but it will take longer to complete. The delay in the project will cause your project's cost and schedule baseline to diminish. The number of workers on the project should be increased.

The amount of work will remain the same, but it will take longer to complete. In effect, Henry's asking you to perform resource leveling heuristics on your project. The heuristic in this example is 20 hours per. In this case, the amount of work to be done remains the same, but it will take you longer to complete the project scope. Answer option A is incorrect because there won't be more project team work; it will just take longer to complete the project scope. Answer option D is incorrect because you could add more workers to the project to account for the reduction in the number of hours, but that's irrelevant to the question, which concerns only the project schedule. Answer option C is incorrect because the project's cost baseline shouldn't change, but the schedule baseline may require updating to reflect the change in project duration. What is cost baseline? Cost baseline is an approved time-phased budget used to monitor and measure cost performance throughout a project life cycle. It includes a budget contingency to accommodate a risk of incurring unidentifiable but normally occurring costs within a defined scope. Cost baseline varies from project to project, depending on the project's budget and schedule.

Q: Which of the following best describes elements of a work breakdown structure (WBS)? They are deliverables. Elements are part of a weak matrix. They analyze the risk. The elements are the description of the required work.

The elements of a WBS are deliverables. Work Breakdown Structure (WBS) A work breakdown structure (WBS) is a visual decomposition of project scope. Project scope is further broken down into smaller, more manageable units, each of which can be broken down further to arrive at the "work package," the smallest item in the WBS. Project groups and its discrete work elements are defined in a way that helps organize and define the project's total work scope. A WBS element can be a product, data, a service, or any combination thereof. WBS also provides the necessary framework for detailed cost estimating and control, along with guidance for schedule development and control.

Requirement analysis...

The requirements analysis processes are a collection of processes that work together to define stakeholder requirements, a solution to satisfy the stakeholder, and a definition of the solution in enough detail for solution components to be constructed.

Q: Kelly's manager of a project in her organization. She needs to create a plan to define how project team members will be brought onto and released from her project. What plan should Kelly create? Staffing management plan Schedule management plan Project calendar Human resources management plan

The staffing management plan defines how project team members will be acquired and released from the project. A staffing management plan is not a project resource; it's a subsidiary of an overall project management plan and defines when project team members will be brought onto and released from the project. It describes when and how human resource requirements will be met. Depending on project needs, it can be formal or informal, highly detailed, or broadly framed. The staffing management plan can include staff acquisition, resource calendars, a staff release plan, training needs, recognition and rewards, compliance, and safety. The staffing management plan should be updated throughout the project. According to the PMBOK guide, the staffing management plan should include the following elements: Staff acquisition: Describes how team members are acquired (from inside or outside an organization), where they're located, and the costs for specific skills and expertise. Resource calendars: Defines time frames in which project resources will be needed and when the recruitment process should begin. Resources can be described individually, by teams, or by function (programmers, testers, and so on). Many staffing management plans use a resource histogram, usually in chart form, with project time along the horizontal axis and hours needed along the vertical axis. Staff release plan: Attention should be given to how to release project team members at the end of their assignments. You should have reassignment procedures in place to move them to other projects or back to their pre-project assignments. Doing so reduces overall project costs because you pay them only for their work time, then release them, thus avoiding the need to keep them busy between assignments or until the scheduled end date, should they complete their activities early. Having these procedures in place will also maintain morale, because everyone will be clear about their reassignment, thus reducing post-project employment anxiety. Training needs: Describes training plans necessary for team members without the required skills or abilities to perform project tasks. Recognition and rewards: Describes systems you'll use to reward and reinforce desired work behavior. Compliance: If your project involves regulations or contractual obligations (such as union contracts) that must be met, the staffing management plan should detail these and any human resource policies that deal with compliance issues. Safety: Include in the staffing management plan any safety policies and procedures applicable to the project or its field of industry.

Q: During the closing process group, what's the purpose of a post-project review? To communicate project goals and objectives To manage stakeholder expectations To analyze project performance To review roles and responsibilities for team members

To analyze project performance A post-project review is most beneficial to future projects, as it analyzes project performance and covers all its aspects—positive and negative—for each phase.

Q: For what reasons should you create milestones in your project plans? (select all that apply) To signal the end of a task To provide a budgetary checkpoint To indicate completion of a deliverable To provide a comparison of actual versus estimated time To perform a hand-off To measure quality assurance

To provide a budgetary checkpoint To indicate completion of a deliverable To provide a comparison of actual versus estimated time Milestones are used as checkpoints to determine whether a project is on time and on budget; they can also indicate completion of a deliverable. Milestone charts list the major deliverables, key events, or project phases and show the scheduled and actual completion dates of each milestone. They may include other information, but that information would not be displayed as bar charts.

Q: In the closing process, which of the following is the purpose of formal project closure? To notify the requester of the change To outline the responsibilities of each team member To analyze project performance To provide lessons learned for future projects

To provide lessons learned for future projects The purpose of formal project closure in the closing process is to provide lessons learned for future projects. Lessons-learned documentation is information one gathers and documents throughout a project. It can be used to benefit the current or future projects.

Q: This risk response strategy defers liability to a third party. Mitigate Avoid Accept Transfer

Transfer Transfer is a negative risk-response strategy that defers risk liability to a third party.

Q: You're a project manager for uCertify, Inc. You have to provide a brief overview of transition goals, assumptions, and risks identified that could severely limit your ability to complete the transition on schedule. Which of the following plans will you use to accomplish the above task? Security management plan Transition plan Risk management plan Risk fallback plan

Transition plan A transition plan provides a brief overview of transition goals, assumptions on which the plan is based, and any risks identified that can severely limit your capability to complete the transition on schedule. The project team is typically disbanded toward the end of a project. The project must now be transitioned to the team that will be responsible for operation of the new product or service. Very often, companies find the transition to be painful, but it doesn't have to be. With implementation of proper processes, tools, and training, companies can be more successful in transitioning major innovation projects from the project team to an operating unit. The transition plan is used to define detail plans, procedures, and schedules to guide the transition process. While developing the transition plan, successful transitions from project phase to fully operational system use depends on adequate planning before the system is installed in its operational environment. The transition requirements include planning for the transition, quantifying operational needs associated with the system, thorough system documentation, describing the procedures that will be used to perform the transition, and training for the operational team.

Q: In which of the following structures can project managers plan and evaluate project implementation without actual authority over workers? Coverage matrix Strong matrix Traceability matrix Weak matrix

Weak Matrix A weak matrix organizational structure is difficult for project managers, because they essentially become project facilitators. In a weak matrix structure, project managers can plan and evaluate project implementation, but they have no authority over workers. Hence, project managers rely entirely on the resources of functional managers. Workers share little attachment to the project or its managers, because only the functional managers in an organization are responsible for promotions. The project manager has no authority over team members; they report on performance only to the functional manager. In a weak matrix organizational structure, the project manager is also known as project coordinator.

Q: A scope statement is used as a baseline for future project decisions. Which of the following questions are answered by an effective scope statement? Each correct answer represents a complete solution. Choose all that apply. What are the constraints? What are the project deliverables? Who will be the team members? What are the project boundaries?

What are the constraints? What are the project deliverables? What are the project boundaries? The project scope statement provides a product description; acceptance criteria; key deliverables; as well as project boundaries, assumptions, and constraints. It also contains details of technical issues and other concerns that can affect quality planning, and that should have been identified as a result of the planning processes in project scope management.

Q: Roberta is project manager for his organization. Upper management has asked her to provide them with her metrics for deliverables status, costs incurred, and especially schedule progress (for schedule adherence). What metrics could Roberta provide them? Project management plan Work performance measurements Milestone list Cost management and project schedule

Work performance measurements Work performance measurements are used to assess and record project performance and progress. Typical metrics are deliverables, schedule, and costs, though additional ones such as quality can be added. Created from the WPI, WPMs are an output of control schedule, control cost, and control scope processes, which are themselves monitoring and controlling processes. WPMs consist of planned versus actual performance indicators with respect to scope, schedule, and cost. They're documented and communicated to stakeholders, and used to make project activity metrics such as: -Planned versus actual technical performance and scope performance -Planned versus actual schedule performance -Planned versus actual cost performance