SIE 557 Final Review Quizzes

Find an assignable cause

A control chart shows seven data points in a row on one side of the mean. What should be done? Perform a design of experiments Adjust the chart to reflect the mean Find an assignable cause Nothing. This is the rule of seven and can be ignored.

Recommendations

Corrective actions that should take place (such as shifting to more resilient building material) would typically appear in the ________ section of the final project report. Analysis Recommendations Lessons learned Strategic objectives

$200,000

Fixed Price Incentive Fee Calculation. In this fixed price incentive fee contract, the target cost is estimated at $150,000 and the target fee is $30,000. The project is over, and the buyer has that the costs were, in fact, $210,000. Because the seller's cost came in higher than the estimated costs, the seller shares in the added cost: 60% to the buyer and 40% to the seller. The ceiling price is $200,000. Calculate the final price. $210,000 $206,000 $200,000 $194,000

Economic

Import quotas and tariffs, and education level of the workforce are examples of which of the following environmental factors? Economic Geographic Legal/politica Infrastructure Cultural

Develop options to meet the milestone date

You have just discovered an error in the implementation plan that will prevent you from meeting a milestone date. The BEST thing you can do is: Develop options to meet the milestone date Change the milestone date Remove any discussion about the dates in the project status report Educate the team about the need to meet milestones

the minority of causes, which create the majority of problems and defects.

A Pareto chart helps focusing on... causes which create a repeating and often seasonal pattern of problems. the minority of causes, which create the majority of problems and defects. special causes of process variations which should be investigated to avoid major errors. the standard deviation of process variation which should not be investigated.

Pay the fee

A large complex construction project in a foreign country requires coordination to move needed equipment through crowded city streets. To ensure the equipment is transported successfully, your contact in that country informs you that you will have to pay the local police a fee for coordinating traffic. What should you do? Do not pay the fee because it is a bribe Eliminate the work Pay the fee Do not pay the fee if it is not part of the project estimate

Make a good faith effort to find a way to decrease the cost

A project has a tight budget when you begin negotiating with a seller for a piece of equipment. The seller has told you the equipment price is fixed. Your manager has told you to negotiate the cost with the seller. What is your Best course of action? Make a good faith effort to find a way to decrease the cost Postpone negotiations until you can convince your manager to change his mind Hold the negotiations, but only negotiate other aspects of the project Cancel the negotiations

Discuss the issue with the customer

A project manager discovers a defect in a deliverable that is due to the customer under contract today. The project manager knows the customer does not have the technical understanding to notice the defect. The deliverable meets the contract requirements, but it does not meet the project manager's quality standard. What is the BEST course of action for the manager? Issue the deliverable and get formal acceptance from the customer Note the problem in the lessons learned so future projects do not encounter the same problem Discuss the issue with the customer Inform the customer that the deliverable will be late

No. The procurement manager has a process to follow when creating contracts that helps protect the company and its projects

A project manager discovers an urgent need for outsourced resources on the project. He knows he has the money to cover the cost of these resources. He goes to the procurement manager and explains the situation, insisting a contract be drawn up today so he can obtain the resources and circumvent the standard procedure. Is this the correct process to follow? Yes. For urgent needs, it is not necessary to follow the organization's procedure regarding procurement Yes. Urgent needs from projects should always be dealt with immediately as directed by the project manager No. The procurement manager has a process to follow when creating contracts that helps protect the company and its projects No. The procurement manager should be checking in with the project manager to see if he is in need of a contract, rather than making the project manager come and ask for one

patterns and trends in a row of data points

A run chart is useful to show... patterns and trends in a row of data points behavior of data points against control criteria behavior of data points against specifications the error margin of a sample versus a whole population

Insist hat the vendor follow all project processes and report the situation to project stakeholders

A vendor on your project has been lax about formally documenting contract discussions that have taken place, contrary to project processes that require full documentation of discussions and changes as well as sign off on the documentation by both parties. The account representative for that vendor says he prefers to handle everything informally and that he is fine with just a phone call to authorize changes to the contract. What is the BEST thing to do? Ensure that your team documents all communications with this vendor. Ask for a contract change that requires written communications. Do nothing. Insist hat the vendor follow all project processes and report the situation to project stakeholders

A specification document

A written or pictorial document that describes, defines, or specifies the services or items to be procured is: A specification document A Gantt chart A blueprint A risk management plan

Letter of contract/Letter of intent

A written preliminary contractual instrument prepared prior to the issuance of a definitive contract that authorizes the contractor to begin work immediately, within limitations, is known as: Definitive contract Preliminary contract Letter of contract/Letter of intent Purchase order

Quality training

All of the following are examples of the cost of nonconformance EXCEPT: Rework Quality training Scrap Warranty costs

Determine the legality of company procedures

All the following are responsibilities of a project manager EXCEPT: Maintain the confidentiality of customer confidential information Determine the legality of company procedures Ensure that a conflict of interest does not compromise the legitimate interest of the customer Provide accurate and truthful representations in cost estimates

Security

As a response to the events of September 11, 2001, the moving of personnel, materials, and equipment across international borders has created border congestion with increased costs and time. This is an example of which of the following environmental factors? Economic Security Legal/political Infrastructure Cultural

Ishikawa (Fishbone) diagram

As the project manager, you are preparing your quality management plan. You are looking for a tool that can demonstrate the relationship between event and their resulting effects. You want to use this tool to depict the events that cause negative effect on quality. Which of the following is the BEST choice for accomplishing your objective? Histogram Pareto chart Ishikawa (Fishbone) diagram Control chart

Change Control Board

CCB stands for Change Control Board Change Control Baseline Cumulative Changes in Baseline None of the above

All of the above are correct

Changes on a project are typically related to: Scope changes Improvement changes Implementing contingency plans All of the above are correct

contracts

Closing out ________ is often messy and filled with untied ends. project review meetings reports teams contracts

Legal/political

Concern about the local restrictions on toxic waste is classified as which of the following environmental factors? Economic Geographic Legal/political Infrastructure

Fee $27,000 Price: $227,000

Cost Plus Incentive Fee Calculation. In this cost plus incentive fee contract, the cost is estimated at $210,000 and the fee at $25,000. The project is complete, and the buyer has agreed that the costs were, in fact, $200,000. Because the seller's costs came in lower than the estimated costs, the seller shares in the savings: 80% to the buyer and 20% to the seller. Calculate the final fee and final price. Fee $25,000 Price: $225,000 Fee $27,000 Price: $227,000 Fee $25,000 Price: $235,000 Fee $33,000 Price: $235,000

Economic level

Culture is a concept that encompasses all of the following except: Shared norms Beliefs Values Economic level Customs

Notify appropriate management that the new project manager has made a scheduling error that could cause an impact to the project outcome.

During a project status meeting, a new project manager has reported that there is a two week delay in acquiring a key resource for a task on the critical path in her project. She also states that she has built 3 weeks of float into the project schedule. What do you do? Notify appropriate management that the new project manager has made a scheduling error that could cause an impact to the project outcome. Do nothing. Create a proposal for the other project manager for alternate resources. Volunteer a resource from your team

Perform Quality Control

During project executing, a project team member informs the project manager that a work package has not met the quality metric, and that she believes it is not possible to meet it. The project manager meets with all parties concerned to analyze the situation. Which part of the quality management process is the project manager involved in? Perform Quality Assurance Project Control Perform Quality Control Plan Quality

$183,333

Fixed Price Incentive Fee Calculation. In this fixed price incentive fee contract, the target cost is estimated at $150,000 and the target fee is $30,000. The project is over, and the buyer has that the costs were, in fact, $210,000. Because the seller's cost came in higher than the estimated costs, the seller shares in the added cost: 60% to the buyer and 40% to the seller. The ceiling price is $200,000. Calculate the point of total assumption. $180,000 $183,333 $200,000 $210,000

Fee $1,150,000 Price: $9,150,000

Fixed Price Incentive Fee Calculation. In this fixed price incentive fee contract, the target cost is estimated at $9,000,000 and the target fee is $850,000. The project is over, and the buyer has that the costs were, in fact, $8,000,000. Because the seller's cost came in lower than the estimated costs, the seller shares in the savings: 70% to the buyer and 30% to the seller. The ceiling price is $12,500,000. Calculate the final fee and final price. Fee $850,000 Price: $8,850,000 Fee $850,000 Price: $9,850,000 Fee $1,150,000 Price: $9,150,000 Fee $1,550,000 Price: $9,550,000

Administrative support

Groups such as human resources, information systems, purchasing agents, and maintenance are typically classified as: Project managers Administrative support Functional managers Project sponsors Customers

Foreign

If IBM built a computer system for Outback Barbie Inc. (based in Australia) at their corporate headquarters in Sydney, the project would be classified as: Global Overseas Domestic Foreign

Domestic

If a construction company in Dallas builds a bridge in Houston, the project would be classified as: Global Overseas Domestic Foreign

Overseas

If the Lincoln Log Construction Co. (based in Chicago) built an assembly plant for General Motors in Nigeria, the project would be classified as: Global Overseas Domestic Foreign

Developing the WBS.

Implementing closedown includes the following major activities except: Getting delivery acceptance from the customer. Shutting down resources and releasing new uses. Closing accounts and seeing all bills paid. Developing the WBS. Creating a final report.

Social class

In France, which of the following factors is considered much more important than in the U.S? Social class Agreement on issues Professional accomplishments Being open during negotiations Dedication to project completion

Conductor

In conducting meetings, an effective project manager will take the role of a: Parliamentarian Master of ceremonies Conductor Cattle herder Teacher

Functional organization

In organizations where projects are managed within a ________, the team member's area manager, not the project manager, is primarily responsible for assessing performance. Functional organization Strong matrix organization Project organization All of the above

Task

In terms of commonly traded organizational currencies, resources, assistance, cooperation, and information are part of ______ related currencies. Task Position Inspiration Relatonship Personal

Inspiration

In terms of commonly traded organizational currencies, vision, excellence, and ethical correctness are part of ______ related currencies. Task Position Inspiration Relationship Personal

Expectations All stakeholders have expectations about the schedule, cost, and project benefits. Project managers need to listen for, understand, and manage these expectations

In the Snapshot from Practice "Managing Expectations", one of the key aspects to project success was stated to be the managing of stakeholder: Relations Expectations Involvement Influence Input

1 - 4 weeks

Iterations are short time frames (time boxes) that typically last from ___________. 1 - 4 days 1 - 2 weeks 1 - 4 weeks 4 - 7 weeks 7 - 12 weeks

Global

McDonald's is creating a multinational distribution system for all of its foreign and domestic subsidiaries. The project manager is from the corporate headquarters and he manages teams from each of the countries involved. The project would be classified as: Global Overseas Domestic Foreign

360-degree feedback

More and more companies are discarding the traditional superior-subordinate performance feedback process and replacing it with: Critical incidences review Management by walking around (MBWA) 360-degree feedback All of the above

Infrastructure

Needs for a project could include telecommunications, transportation, power, and availability of technically skilled talent. This is an example of which of the following environmental factors? Economic Geographic Legal/political Infrastructure Cultural

It is violation of applicable law

Once signed, a contract is legally binding unless: One party is unwilling to perform One party is unable to finance its part of the work It is violation of applicable law It is declared null and void by either party's legal counsel

Competitors Project success does not just depend on the performance of the project team. Success or failure often depends on the contributions of top management, functional managers, customers, suppliers, contractors, and others.

Project success or failure often depends upon the contributions of all of the following except: Customers Suppliers Contractors Competitors Top Management

All of the above

Quality assurance include(s): Assisting in implementing a quality management process Conducting quality audits Identifying process improvement areas Creating process training material All of the above

gradually

Releasing the project team typically occurs _________ during the closure phase. rarely gradually rapidly all at once

Product owner

Scrum relies on three key roles. A person who acts on behalf of customers to represent their interests and who is responsible for ensuring that the development team focuses their efforts on developing a project that will fulfill the business objective of the project is called a Customer service representative Project champion Customer liaison Product owner Production coordinator

Scrum master

Scrum relies on three key roles. A person who facilitates the Scrum process and resolves impediments at the team and organizational level is called a Scrum master Project champion Scrum leader Product owner Production coordinator

Sprint planning meeting

Scrum uses a series of coordinated meetings to manage the development process. Which of the following is held at the start of each sprint? During this meeting the product owner and development team negotiate which product backlog items the team will attempt during the next sprint Sprint planning meeting Release planning meeting Sprint review meeting Daily Scrum meeting Sprint retrospective meeting

The document that specifies the order (priority) in which project documents will be used when it becomes necessary to resolve inconsistencies between project documents

The "Order of Precedence" is: The order in which project tasks should be completed The relationship that project tasks have to one another The ordered list (by quality) of the screened vendors for a project deliverable The document that specifies the order (priority) in which project documents will be used when it becomes necessary to resolve inconsistencies between project documents

change management

The .................. process involves technical change analysis, cost benefit analysis and change tracking. release management version management change management cost management

Quality management plan

The ________ is a document which describes how the project management team will implement the performing organization's quality policy. Quality assurance plan Quality management plan Quality commitment Quality audit

Product backlog

The _________ is the customer's prioritized list of key features desired when the project is completed Project master Spirit backlog Creative backlog Product backlog Project list

All of the above

The content of the final report typically includes the following topics: Lessons learned Review and analysis Recommendations Executive summary All of the above

A person with expertise related to the change

The implications of an identified change need to be assessed by: The primary project stakeholder The Chief Financial Officer A person with expertise related to the change The authorizing project manager

Foreign currency exchange rates

The major issues dealing with international project management include all of the following except: Selection and training of personnel for international projects Foreign currency exchange rates Location of international expansion Environmental factors Challenge of working in a foreign culture

Completed

The most common circumstance for project closure is simply a _________ project. Completed Overdue Overbudget Underachieving

Customers

The second ring in the network of relationships for project managers includes all of the following except: Other project managers Customers Functional managers Top management Project sponsors

Lessons learned

The section of the final project report that new teams often find most useful is the: Analysis Classification of project Lessons learned Strategic objectives

Compadre

The significance of personal relationships has created a system in which Mexicans are obligated to give preference to relatives and friends when hiring, contracting, procuring, and sharing business opportunities. This system is referred to as: Manana Gringo Compadre Quid pro quo Nepotism

Decline to provide the information.

The software company where you are a project manager is attempting to make a sale with a large manufacturing company. The sales team has learned that a competing company where you had worked as a project manager several years before is also trying to get this same business. The sales team is asking you to provide confidential information about your former employer's products and corporate operations in an attempt to get a leg up on the competition. What do you do? Inform your manager. Decline to provide the information. Provide information with the caveat that you remain anonymous. Provide the information.

Repatriation

The stages of culture shock include all of the following except: Irritability and hostility Honeymoon Repatriation Adaptation

Pessimist

The traits of successful project managers include all of the following except: Pessimist Proactive Skillful politician Effective time management Personal integrity

A survey completed by team members

The typical mechanism for evaluation of teams is normally: A survey completed by team members An analysis by an outside consultant A survey completed by members of top management A survey completed by the internal or external customer

Both 2 and 4 are correct

The upper and lower control limits are typically set: One standard deviation from the mean in each direction 3 sigma from the mean in each direction Outside the upper and lower specification limits To detect and flag when a process may be out of control Both 2 and 4 are correct

Change the status report to show accurate status and report the discrepancies to the appropriate management.

The usual moderator for your company's weekly project review meeting is on vacation and you have been asked to facilitate the meeting in in his absence. While compiling the project reporting data to go into the master status report that is submitted to the executive team, you discover there are several projects that are reporting a negative CV, but the master report shows these as a positive. What is the BEST thing to do? Change the status report to show accurate status and report the discrepancies to the appropriate management. Ask the regular moderator about the discrepancies when he returns. Change the report to show accurate status. File a complaint with PMI

Perpetual

This type of closure occurs when the project may never seem to end. This is considered to be ________ closure. Normal Premature Perpetual Changed priority Failed project

Thorough planning up front

Traditional approaches to project management concentrate firmly on Thorough planning up front New technology Flexibility Iterative development

Customers/users

Under which heading of the Wrap-up closure checklist should the question "Has an in-depth project review and evaluation interview with the customer been conducted?" be answered. Team Vendors/contractors Customers/users Equipment and facilities

Vendors/contractors

Under which heading of the Wrap-up closure checklist should the question "Have project accounts been finalized and all billing closed?" be answered. Team Vendors/contractors Customers/users Facilities and facilities

Prevention costs - appraisal costs - failure costs

What are the cost types in modern quality management? Costs of good quality - costs of bad quality Planning costs - assurance costs - control costs Planning costs - doing costs - checking costs - acting costs Prevention costs - appraisal costs - failure costs

Profit report

What is not a wrap-up closure activity? Facilities Vendors Customers Profit report

Obtain a fair and reasonable price

What is one of the KEY objectives during contract negotiations? Obtain a fair and reasonable price Negotiate a price under the seller's estimate Ensure that all project risks are thoroughly delineated Ensure that an effective communications management plan is established

Root cause analysis

What is the five whys method used for? Root cause analysis Identification of random causes Identification of special causes Identification of causes of conflicts

A statement of work that has been formally agreed upon by both parties and is therefore part of a Contract.

What is the meaning of the acronym CSOW? A statement of work that is part of a contingency plan; it is commonly linked with Contingency reserves. A statement of work that has been formally agreed upon by both parties and is therefore part of a Contract. A statement of work that is currently valid; this contrasts with the scope baseline, a formerly valid SOW. A statement of work on project level that cumulates statements of work on cost account level.

Identifying whether the process is in control or not

What is the purpose of control limits? Identifying "rule of seven" patterns in control charts. Increasing process quality from 3σ to 6σ Specifying the range of acceptable results Identifying whether the process is in control or not

Quality assurance group

When configuration management is a formal activity the configuration audit is conducted by the Development (Design) team Quality assurance group Senior managers Testing specialists

Stakeholders and customers review progress and reevaluate priorities

When considering the agile project management process, at the end of each iteration Team members are released to work on other projects The Scrum master assigns daily tasks to team members Product owner determines whether or not the project is complete Stakeholders and customers review progress and reevaluate priorities The Scrum master can terminate the project

Design up front

When considering traditional versus agile project management, all of the following are part of the agile project management model EXCEPT Flexibility High uncertainty Embrace change Design up front Self-organized project teams

Premature

When the project may be completed early with some parts of the project eliminated this is considered to be ________ closure. Normal Premature Perpetual Changed priority Failed project

Irritability and hostility

When you begin to lose confidence in your abilities to communicate and work effectively in the different culture, you are in which of the following stages of culture shock? Honeymoon Gradual adjustment Irritability and hostility Adaptation

Adaptation

When you recover from your sense of psychological disorientation and begin to function and communicate, you are in which of the following stages of culture shock? Honeymoon Gradual adjustment Irritability and hostility Adaptation

Both b & c

Which configuration objects would not typically be found in the project database? Design specifications Marketing data Organizational structure Test plans Both b & c

All are included.

Which is not part of the team portion of the Wrap-up closure checklist? Has a schedule for reducing project staff been developed and accepted? Has staff been offered outplacement services and career counseling activities? Have performance reviews for team members been conducted? Has staff been released or notified of new assignments? All are included.

Make-or-buy decisions

Which of the following activities occurs during the Plan Procurements process? Make-or-buy decisions Answering sellers' questions about the bid documents Advertising Proposal Evaluation

It improves quality and is less expensive.

Which of the following explains why quality is planned in and not inspected in? It reduces quality and is less expensive. It improves quality and is more expensive. It reduces quality and is more expensive It improves quality and is less expensive.

None of the above

Which of the following is NOT a main phase in Configuration Management (CM) Process? CM planning Executing the CM process CM audits None of the above

Power

Which of the following is not one of the aspects of leading by example? Priorities Ethics Urgency Cooperation Power

Hyperactivity

Which of the following is not one of the forms that stress-related culture shock takes? Fatigue Sleeplessness Headaches Hyperactivity

All of these are potential risks

Which of the following is not one of the potential results for the international project manager? Personal risk Absence from home Missed career opportunities Adverse conditions All of these are potential risks

All are true

Which of the following is true of modern quality management? Quality is defined by the customer Quality has become a competitive weapon Quality is now an integral part of strategic planning All are true

MBWA A management style employees at Hewlett-Packard refer to as "management by wandering around" (MBWA) to reflect that managers spend the majority of their time outside their offices. MBWA is somewhat of a misnomer in that there is a purpose/pattern behind the "wandering." Through face-to-face interactions, project managers are able to stay in touch with what is really going on in the project and build cooperation essential to project success

Which of the following is used at Hewlett-Packard for building relationships with key players that will determine a project's success? MBO MBA GIGO MBWA PMI

Self-organization

While agile project management does not consist of one set method, most methods are based on similar principles. Which of the following agile project management principles would be described when team members decide among themselves who should do what and what should be done? Focus on customer value Iterative and incremental delivery Experimentation and adaptation Self-organization Continuous improvement

Continuous improvement

While agile project management does not consist of one set method, most methods are based on similar principles. Which of the following agile project management principles would be described when teams reflect, learn, and adapt to change, and when project work updates the plan? Focus on customer value Iterative and incremental delivery Experimentation and adaptation Self-organization Continuous improvement

Experimentation and adaptation

While agile project management does not consist of one set method, most methods are based on similar principles. Which of the following agile project management principles would be described when testing assumptions early and building working prototypes to solicit customer feedback and refine product requirements? Focus on customer value Iterative and incremental delivery Experimentation and adaptation Self-organization Continuous improvement

You failed to control both cost and project execution.

While you have been preoccupied dealing with various cost overruns for the past week, a critical path item did not start on time, and you were not informed until it was several days late. What do you tell your project stakeholders? Nothing. These can be covered with your contingencies. You failed to control both cost and project execution. You need more resources to more effectively manage the project. The budget is too small and your resources have been tied up on other projects.

The project manager

Who is ultimately responsible for quality management on the project? The project engineer The project manager The quality manager The team member

Price offered by the seller

You are defining evaluation criteria for your project. The procurement item is readily available from a number of acceptable sellers. Which criterion can you focus on in such a situation? Seller's management approach Price offered by the seller Seller's financial capacity Understanding of your need

Provide accurate and truthful representations in all project reports

You are finalizing the monthly project status report due now to your manager when you discover that several project team members are not reporting actual hours spent on project activities. This results in skewed project statistics. What is the MOST appropriate action to take? Discuss the impacts of these actions with team members Report the team member's actions to their functional managers Continue reporting information as presented to you Provide accurate and truthful representations in all project reports

Inform the customer of the upgrade and the impacts to the project's timeline and functionality if the upgrade is implemented

You are halfway through a major network rollout. There are 300 locations in the United States with another 20 in England. A software seller has just released a major software upgrade for some of the equipment being installed. The upgrade would provide the customer with functionality they requested, which was not available at the time the project began. What is the BEST course of action under these circumstances? Continue as planned; your customer has not requested a change Inform the customer of the upgrade and the impacts to the project's timeline and functionality if the upgrade is implemented Implement the change and adjust the schedule as necessary because this supports the customer's original request Implement the schedule on the remaining sites and continue with the schedule

Contact your manager

You are in the middle of a new product development project for your publicly traded company when you discover the previous project manager made a $3,000,000 payment that was not approved in accordance with your company policies. Luckily, the project cost performance index (CPI) is 1.2. What should you do? Contact your manager Put the payment in an escrow account Bury the cost in the largest cost center available Ignore the payment

The project manager

You are managing a project to design microprocessor control systems. The design work was estimated to complete in 3.5 months, with seven milestones. The sixth milestone is the prototype to be handed over to manufacturing. All milestones before prototyping have been completed ahead of schedule with 6th one being delayed for 4 months as the prototype has been sent back several times, due to conflicts between departments. You are now planning to hold a meeting to review the design specifications, and handle conflicts between design and manufacturing. Who is ultimately at fault? The scheduler The design engineer The project manager The manufacturer

There was a failure in quality control processes.

You are managing a project to manufacture 3,000 fence posts for a customer. The customer has called you to refuse the first shipment of posts they received because the weight was more than defined in the contract. The increased weight will likely increase your customer's fuel costs to distribute them to their own customers. The customer is demanding the posts be re-manufactured. What do you tell your project stakeholders? Keeping shipping costs low were not a requirement for your project, so no rework was required. There was a failure in quality control processes. Nothing, you can cover the cost from the project contingency reserves. The contract should be renegotiated.

Submit the resume and notify the appropriate management and stakeholders that you are a relative of the person.

You have been asked by a relative to submit his resume for a job opening at the company where you work as a project manager. You know that this position will also be utilized as a resource on your project. What do you do? Ask another coworker to submit the resume. Submit the resume and notify the appropriate management and stakeholders that you are a relative of the person. Advise your relative it is a conflict of interest for you to submit the resume. Submit the resume but do not disclose that you are a relative

Provide an accurate estimate of the actual costs and be able to support it

You have been asked by your management to cut your project estimate by 10 percent after you gave them the original estimate. The scope of your project is unclear and there are over 30 stakeholders. Management expects a 25 percent reduction in downtime as a result of the project. Which of the following is the BEST course of action in this situation? Re-plan to achieve a 35 percent improvement in downtime Reduce the estimates and note the changes in the risk response plan Provide an accurate estimate of the actual costs and be able to support it Meet with the team to identify where you can find 10 percent savings

Report your assessment to the sponsor

You've been assigned to take over managing a project that should be half complete according to the schedule. After an extensive evaluation, you discover the project is running far behind schedule, and the project will probably take twice the originally estimated time by the previous project manager. However, the sponsor has been told the project is on schedule. What is the BEST course of action? Try to restructure the schedule to meet the project deadline Report your assessment to the sponsor Turn the project back to the previous project manager Move forward with the schedule as planned by the previous project manager and report at the first missed milestone

Do not dispose of the materials improperly.

You've just completed a solid waste management project in an under-developed country. The contractor you are working for has a strict policy of abiding by local laws and rules, although the local resources working on the project have a much more lax approach to following laws and policies. Now at the end of the project, you are handing over the operational equipment to the local operators and disposing of the leftover inventory and other furniture which was used during the project. More than 50% of the toxic materials used during the project remains in your inventory. There is no law that would prohibit you from disposing of either the type or quantity of remaining materials in the local sewage system. What should you do? Give the material to local resources to dispose of by selling it to a recycling facility. Dispose of the material in the local sewage system, as there is no law applicable here Do not dispose of the materials improperly. Abandon the materials in the project facility you are handing over to the local operators.

Change request form

______ is a formal document where the requester sets out the change required to the system? Change request form Change assessment Change cost Change control board

Process Review

__________ begins with a review of the strategic intent of the project, selection criteria, project charter, project objectives, project scope, and acceptance criteria. Project Overview Process Review Analysis Directing

Retrospectives

___________ of lessons learned are designed to improve performance on current and future projects. Retrospectives Corrective action plans Introspectives Culmination