Scope Practice Exam

After a 19-month project, the customer inspects the final product. It has passed acceptance testing and all the documentation is complete. By providing acceptance of the final product, the customer is: a. Confirming the project scope is complete b. Authorizing final payment c. Closing the project d. Verifying the scope

A

As a project begins to reach its conclusion, the project manager should: a. Ensure that all the final deliverables meet the acceptance criteria b. Release resources earlier than planned to ensure that the project doesn't incur additional costs c. Ensure the project does not end until all team members have been reassigned to other projects d. Find his or her next assignment as soon as possible even though it may mean leaving the project before completion to ensure continued employment

A

As a result of your scope control activities, there are various project documents that need to be updated along with the project management plan. A team member is puzzled as to why this process would necessitate updating the lessons learned register. You explain to her that: a. You update it with information that includes causes of variance and corrective actions chosen b. You update it with additional or changed requirements c. You update it with baseline information d. You update it to present it to senior management

A

As part of the PMO, you came to realize that scope changes across many of the projects were out of control. Customers would make last-minute changes, all of which were done and caused havoc. You were able to put a change control process in place which reduced the amount of scope creep significantly. Your next move should be to: a. Update the lessons learned register b. Update the work performance information c. Update all project baselines d. Update the change log

A

On your project to design a new generation of oil and gas pipeline, you have assembled a team of engineers to collect requirements. Based on a 3-day facilitated workshop, you have produced a deliverable that visually depicts the product scope by showing a business system and how people and other systems, or actors, will interact with it. Which one of the following deliverables did you produce? a. Context diagram b. RACI chart c. Top-down flowchart d. Swim-lane diagram

A

The key stakeholder has decided to run all the meetings for the requirements gathering process. You notice that she always has the last word and makes all the decisions about what's included and what isn't. She is using which form of decision-making technique? a. Autocratic b. Plurality c. Unanimity d. Majority

A

While in process of validating her deliverables, the customer is not happy and is rejecting several of them. While some of them are good, she advises you that many are not exactly what she wanted. The most likely reason for this is: a. Deliverables do not meet her requirements and product acceptance criteria b. The charter was too high-level c. She is trying to get out of her agreement to purchase this product d. They have not yet gone through Control Quality

A

You are educating yourself on the new project you have been assigned to based on its description of the major deliverables, project scope, assumptions and constraints. This information is typically found in the: a. Project scope statement b. Project charter c. Project statement of work d. Scope management plan

A

You are holding a meeting with your team in order to establish clear parameters for customer acceptance of the product. One of them says that he cannot find any information on acceptance criteria in any of the documentation. Your next step is to: a. Review the project scope statement b. Immediately call the customer c. Explain that those won't be established until execution d. Review the project management plan

A

You are managing a project to produce the next toy for children from the ages of 5-8 that will generate more than $1B a year in sales. You have gathered the best minds in the company to gather requirements using a facilitated workshop to determine the product's critical characteristics. This type of workshop is called a: a. QFD: quality function deployment b. JAD: joint application/design/development c. Brainstorming session d. Scrum

A

You are managing a very high-risk project which has very little margin for failure. There is a great deal of ambiguity about scope. You and your project team meet to decide how best to keep the project from going off track and becoming even riskier. Your best decision in regards to the scope is to: a. Have the sponsor sign off at key milestones b. Fast track as much of the activities as you can c. Use lead time between as many activities as you can d. Create an iteration burndown chart to track progress

A

You are struggling to develop a finalized list of requirements. You have more than one hundred stakeholders in multiple locations. The most appropriate method(s) to use to gather information from a large number of respondents is: a. Questionnaires and surveys b. Email and texting c. Telephone communications d. Social media sites such as Facebook and LinkedIn

A

You are the project manager for a large marketing project. The charter has not yet been developed and you are working with your sponsor and key stakeholders to identify high-level risks that will affect the implementation approach. Stakeholders have expressed concerns about limited resources and budget. These limitations, which are beyond your control, but will affect the project, will be documented in the Scope Statement as: a. Constraints b. Assumptions c. Work Packages d. Risks

A

You are working in a weak matrix and have witnessed many scope changes. Your sponsor is frustrated that this is happening and wants you to make sure changes don't occur as frequently. You advise him that: a. Scope change is inevitable; therefore some type of change control process is mandatory b. You will not implement a change control board which should discourage anyone from making changes c. You will do everything you can to prevent any project scope changes in the future d. You will advise customers that once the scope is set, changes are only possible in the next revision

A

You have been managing a project for an external client who requests a modification to the approved scope of the project. In this case you should: a. Analyze impacts to budget and schedule, re-evaluate pricing, gain approval of stakeholders, communicate approved changes, update project documents b. Agree to the request, communicate the changes to the project team, obtain any required resources, change the project delivery date c. Explain to the client that the change is outside the project scope and that you will not meet the deadline if additional work is taken on. Suggest that the additional work be included in a follow-on project. d. Produce a copy of the contract indicating this work is not part of the agreed scope. Suggest they negotiate a new contract and cease any work until this is resolved.

A

You have just been assigned as project manager to produce an artificial intelligence interface to a hotel booking site. The client is well-known for changing his mind on a frequent basis. Scope creep is inevitable. Which of the following tools and techniques will help control scope? a. Variance analysis b. Work performance data c. Reserve analysis d. Data gathering

A

A project manager is concerned that most of the deliverables are being rejected during final sign-off. The rework costs are running into millions of dollars and the project risks are increasing. Which of the following is the most likely reason behind this? a. Insufficient attention to quality control b. Lack of engagement with the stakeholders during initiating and planning c. Inadequate risk management - especially identification and monitoring d. Lack of support from senior management of the performing organization

B

Approved scope changes that have been processed for review and disposition through the integrated change control process may result in all of the following EXCEPT: a. Changes to the project cost management plan b. Changes to the enterprise environmental factors c. Changes to the project schedule baseline d. Changes to other components of the project management plan

B

As part of your project , it is necessary for you to monitor the status of the project and product scope and manage changes to the scope baseline. This process is known as: a. Validate Scope b. Control Scope c. Manage Scope d. Verify Scope

B

By decomposing the project into smaller more manageable components and tasks, which one of the following will be accomplished? a. More than one person can be assigned to each task b. Costs can be more easily estimated c. Project risks will be eliminated d. A change control process will not be required

B

Changes to a project are inevitable, even with a well-developed scope management plan. As project manager, you should ensure that your stakeholders, including the sponsor, are aware that: a. The cost of a change is highest if discovered in the early phases of the project b. The cost of a change is lowest if discovered in the early phases of the project c. The value added from a change is lowest if discovered in the early phases of the project d. The cost of a change is lowest if discovered in the implementation phase

B

During an informal meeting with the customer, you realize that the customer has misunderstood one of the deliverables from the project which will cause an issue during implementation. This might cause her not to sign off on the product. In this case you should: a. Escalate the issue to top-level management b.Discuss the issue with the customer and try to come to a mutually satisfactory decision c. Get contract management involved to determine the legal position d. Wait until the final acceptance phase before starting negotiations

B

If the CCB approves a scope change that is significantly different from the existing scope, the first document to be updated should be the: a. Lessons learned b. Scope baseline c. Scope management plan d. Schedule

B

It is highly recommended that the team is deeply involved in the production of the WBS and the WBS dictionary. Which of the following is the least likely outcome of team involvement in the WBS creation? a. It generates team commitment and buy-in b. It prevents change requests coming in at a later date c. It helps the team get a detailed understanding about the work d. Technical details can be discussed and elaborated

B

To further ensure that the work outputs of the project are accepted by the customer, the project team should: a. Change the project scope when requested by the customer b. Follow a scope validation process c. Modify the project plan and baseline as needed d. Use a PERT chart

B

While running your projects, you notice that the acceptance of deliverables seems to be somewhat at the whim of the customer or sponsor. You talk to your manager and agree that the best action you can take is to: a. Implement a Validate Scope process as its key benefit is to provide a framework of what has to be delivered b. Implement a Validate Scope process, as its key benefit is that it will bring objectivity to the acceptance process c. Implement a Validate Scope process, as its key benefit is that it describes the product, service or result boundaries d. Implement a Validate Scope process, as its key benefit is that it provides the basis for defining the product scope

B

You and your project management team are going to be planning the scope of your project. You realize you need to create a scope management plan. The first thing you need to do is: a. Read the scope statement b. Analyze information contained in the project charter c. Consult the requirements documentation d. Talk to the sponsor

B

You are leading a project to investigate how to increase sales at your company. You have assembled a cross-functional team composed of sales representatives, support personnel, and supervisors. The team members all have different opinions on what to do. You are not sure who to believe since everyone seems to make valid points and they all know more about sales than you do. What should you do next? a. Ask the sponsor of the project for their opinion b. Facilitate the team of experts to reach a consensus on the approach to maximize sales c. Reach out to the most experienced sales expert on the team and give that person's opinion more weight d. Use a fishbone diagram to determine the reasons for ineffective sales

B

You are meeting with the project sponsor and the customer to confirm that the deliverables are complete and that the project scope was met. This is called: a. Scope verification b. Formal acceptance c. Legal closure d. Stakeholder management

B

You are working with your team to choose and document the best approach to achieve your project's objectives established by your stakeholders. You are most likely working in which Project Scope Management process? a. Initiation. b. Collect Requirements c. Create WBS d. Validate Scope

B

You have just changed jobs and discovered that your new employer has a completely different approach to satisfying certain regulatory requirements on projects which you are not familiar with. You should: a. Try to convince them that there is a better way b. Inform yourself about the way your new employer meets requirements c. Talk to the corporate legal department d. Inform the appropriate government agencies about their approach

B

You meet with your customer to gather her requirements. After some discussion, it becomes apparent that while she has some vision of the product, there is a great deal of uncertainty about what the end product might look like. What approach should you suggest to her? a. Hold as many meetings as is necessary to develop requirements b. Use an adaptive life cycle so that a defined scope can be defined and approved for each iteration c. Suggest that she reconsider whether the project is actually necessary d. Develop a prototype

B

Your project coordinator approaches you, concerned that there have been frequent scope changes to the project. Her concern is that this will lead to too much change, as she sees it as her job to prevent changes to the scope baseline. You advise her that: a. They should meet immediately with the sponsor to try to stop this from happening b. As long as change requests are going through the CCB, there is no problem c. You agree with her and tell her this is a problem as it is her job to prevent changes to the scope baseline d. It is the CCB's job to prevent changes, not hers

B

All of the following statements regarding Scope Validation are false EXCEPT: a. Need not be accomplished if the project is terminated early b. Is generally performed prior to quality control c. Deals with the acceptance of the deliverables whereas quality control deals with the correctness of the deliverables d. Must take place at the work package levels

C

As an experienced project manager in your organization, you are describing to your colleagues the benefits of management plans. One of your colleagues asks you to explain the purpose of a scope management plan. Which is the most appropriate statement you can make about this document? a. It clearly outlines the scope of the project, the inclusions, and exclusions b. It contains the project scope statement, WBS, and WBS dictionary c. It defines how the scope will be defined, developed, monitored, controlled, and validated d. It provides a traceability between the requirements and the specific activities on the project

C

As project manager for a new class of synthetic drugs, you know that requirements will change frequently based on research, toxicity studies, and clinical trials. Accordingly, you insist that the team produce a requirements traceability matrix. The best use of this on your project will be to: a. Identify which team member is responsible for each identified requirement b. Perform variance analysis of cost vs. schedule c. Detect the impact of any change or deviation from the scope baseline d. Monitor and report on scope validation efforts

C

As project manager for the latest security device using advanced encryption techniques, you believe that if the client were to agree to an increase in scope to include a set of recently released features, it would provide much more value to the project. You approach the client and they are willing to devote more time and money to the project to incorporate the new features. Your next step is to: a. Change the scope baseline b. Prepare a detailed technical analysis comparing the current vs. new encryption features c. Prepare a change request and submit to the CCB d. Postpone the modification until a separate enhancement project is funded after this project is completed according to the original scope baseline

C

Control of scope is one of the most important processes you can undertake as it helps prevent scope creep. The tools and techniques available to you to do this are: a. Root cause analysis b. Nominal group technique c. Variance analysis and trend analysis d. Baseline analysis

C

Documentation of lessons learned is an extremely important part of the closure process. Continuous improvement cannot occur unless the lessons are understood, documented, and become part of the organizational process assets to be used for future projects. How should the lessons learned be collected and archived? a. At the end of every phase of the project b. At the end of the project or when the project is terminated c. Throughout the project and finalized during the closure process d. As advised by the customers or stakeholders of the project

C

Exceeding the scope of a project without the proper approvals may lead to which of the following detrimental effects? a. Exceeding customer expectations b. Producing a higher quality product c. Cost overruns and potential stakeholder dissatisfaction d. Producing more services for the client

C

Gaining customer acceptance is a detailed process of validating and documenting project results to ensure that products meet their intended uses. This process includes all of the following EXCEPT: a. Preparing a strategy in advance for formal acceptance and closure of the project b. Designating a point of contact for the customer to speak to when issues arise c. Modification of the project baseline to reflect new information obtained by the team d. Providing sufficient instructions about the product to the customer

C

One of the skills that a project manager needs to have is the art of making decisions, especially when collecting requirements. Which of the following is not a viable technique for decision making? a. Voting and following the majority view b. Autocratic decision making - one person making the decision c. Provide rewards for expeditious decision-making d. Using decision matrix for multi-criteria decisions

C

Part way through your project, you perform verification and validation for the work accomplished. A stakeholder informs you that one of the requirements has not been completed. Your next step is to: a. Match all of the completed milestones against the requirements to determine which milestone has not been completed and make sure that no other requirements have been omitted b. Review the scope statement to see what was omitted c. Refer to the requirements traceability matrix to verify if it was a formal requirement to be met d. Ask the customer for an extension to complete the missing requirement

C

Scope validation and quality control have a close association. The difference is that quality control is concerned with the correctness of deliverables, i.e., meeting the quality requirements, while scope validation is concerned with: a. Adherence to standards and operational definitions b. The value of the work being accomplished c. Ensuring that the work completed is acceptable d.Monitoring status to update progress

C

The customer has called you in to a meeting to discuss the latest batch of deliverables. She does not feel that the product as delivered thus far provides the business value and links to her objectives as she was expecting. What should she do next? a. Check the effectiveness of the project management plan b. Review the project scope statement c. Prepare or amend the requirements traceability matrix d. Review the WBS

C

You and the team have spent weeks with a very difficult client defining the functional and non-functional project requirements. Together these are known as the: a. Acceptance criteria b. Quality requirements c. Solution requirements d. Work packages

C

You and your project management team are in the process of planning a large aerospace project. You want your stakeholders to be involved early on, but they advise you that they do not have a lot of time for planning. The best explanation you can provide them for why this is important is: a. That they can witness your entire process from the beginning b. That they can be involved in all decision-making c. That they can provide inputs about quality of deliverables which will ultimately assist in the validation of scope d. To ensure that the WBS is set up in a way that best supports the project

C

You are in the process of inspecting completed deliverables with the customer and sponsor. Which of the following would most likely happen next? a. Quality control review b. Quality assurance c. Product acceptance d. Change requests

C

You are managing a project in which your project teams are installing software platforms in your client's offices worldwide. You've successfully completed installations at 45 of the targeted client sites when, unexpectedly, the software vendor releases an upgrade. This upgrade includes functionality that your client had previously requested but was not going to be available until your project was completed. Your next step is to: a. Say nothing to the client and continue with the installations as specified in your contract b. Issue a change order to upgrade all of the completed installations, use the new software on all remaining installations, and charge your client for any necessary rework c. Inform your client of the available upgrade and the consequential scope, schedule, and cost implications of starting again and ask them how they would like to proceed d. Have your sponsor address the issue with your client. This is a matter that needs to be escalated to senior management.

C

You are managing a project team of twenty people who are in the process of defining requirements. Seven of the twenty people favor one approach and less than three people support each of the other approaches. You have decided to select the approach taken by the seven people. Which decision-making technique are you using? a. Unanimity b. Majority c. Plurality d. Consensus

C

You are managing the development of a new office building project for a client. You are gathering requirements from the various stakeholders. They have never gone through this procedure before and so you explain to them that their requirements must be: a. Compiled in a formal, elaborate way b. Approved by the sponsor c. Unambiguous, traceable, and complete d. Reviewed by the steering committee

C

You are working on a team in an organization that is new to project management. As you help them prepare their project scope statement, how should you recommend that they use the list of exclusions? a. Management to better understand the project b. Align with the company's strategic objectives c. Manage stakeholder expectations and reduce scope creep d. Better focus on the schedule

C

You have been experiencing unplanned scope changes (known as scope creep) during project execution. To get control over this problem, you should develop a: a. Contract statement of work b. Scope statement c. Scope management plan d. Revised project baseline

C

Your company is providing a customized accounting package for the client. The client has requested an additional inventory module that was not included in the original contract. In this case you should: a. Explain to the client that the budget and schedule have already been approved and ask that this request be included in version 2.0 of the software b. Offer to add the inventory module under the existing contract at no additional cost to preserve good relations with the client c. Evaluate the impacts to budget and schedule, obtain stakeholder approval, and update project and contract documents to reflect the approved scope change d. Clarify with the client how much they are willing to spend on the new module. Agree to the change if the extra expense is sufficient to hire additional programmers.

C

Your team has prepared a comprehensive WBS for your review. You know from experience, and good practice, that each work package must have: a. Tangible deliverables associated with it b. Multiple activities associated with it c. Clear ownership and assignments d. A finish-to-start relationship with other work packages

C

"During a project review meeting, the sponsor requests a small scope change and asks you to pay for it using the management reserve. It is not a costly scope change and there is no formal CCB. The next thing you should do is: " a. Reject the change because it is not part of the scope baseline b. Reject the change because the management reserve should not be used for scope changes c. Ask the customer to submit a formal change request d. Make the change and enter it into the change log

D

"You have successfully kicked-off your project. Many of your team members work in the same building as you while others are in distant cities. As project manager, to best distribute information, the best action would be for you to create a: " a. Video-conference once a month b. Process to update the sponsor when the team felt it was necessary c. War room where the co-located team members could congregate to post schedules and update status d. Project database of all project documentation that is accessible by all team members electronically

D

A common technique in the Validate Scope process is: a. Constraint identification b. Product analysis c. Lessons learned analysis d. Inspection of deliverables

D

An important part of scope planning is the need to provide a clear description of how scope changes will be identified and classified. This information should be included in the: a. Contractual WBS b. Project performance reports c. Project plan d. Scope management plan

D

As project manager, you are conducting a meeting to help gather and organize requirements for a new waste water treatment plant that will have zero carbon emissions. You need a tool that allows you to classify a large number of ideas into groups easily. You decide to use: a. Mind mapping b. The nominal group technique c. The Crawford Slip technique d. An affinity diagram

D

As you work with the team to develop a WBS for your project, you know there are many ways it could be structured. Generally speaking, who determines how many levels a WBS will have? a. The client b. Certain key stakeholders c. The Project Sponsor d. The Project Manager, with input from the Project Team

D

At each phase, you obtained documentation that the customer accepted the deliverables. You have collected that information in preparation for final acceptance of the project. The accepted deliverables are an output from which process? a. Perform Quality Control b. Perform Quality Assurance c. Close Project Phase d. Validate Scope

D

At the three-month point in your one-year IT rollout, the customer calls a meeting with you and your project management team. She is happy with the work thus far but would now like to significantly enhance the scope. She further tells you that she would like it done without extending the timeline. Your next move should be to: a. Make the changes. The project management team feels that it should be done. b. Talk to the sponsor c. Tell her it is too late and cannot be done d. Write a change request and submit it to the CCB

D

Decomposition of a project using the Work Breakdown Structure is a good practice in project management. Which one of the following statements is TRUE regarding decomposition: a. It is done by using the one method of creating a WBS that is dictated by the PMBOK® Guide b. Should only be done starting with deliverables and decomposing the deliverables into smaller components c. It is part of project initiation and represents the subcomponents of the work packages that are derived from deliverables d. Should be done in a way that meets the control and management requirements of the project team

D

How does the project team use the scope statement during execution? a. As an authorization to modify the business case as necessary b. To develop a common understanding of what is in scope c. To get a detailed product description d. To get a common understanding of not only what is in scope but out-of-scope

D

On your project there are serious disagreements on the priority of requirements. You decide to have the key stakeholders vote on the requirements list. The stakeholders are categorized into three groups: Group A, Group B and Group C. The voting is complete and Group A has 45% of the vote, Group B has 30% of the vote and Group C has 25%. Therefore, the requirements desired by Group A will be executed because Group A represents a: a. Majority b. Coalition c. Consensus d. Plurality

D

One of the important activities on a project is to sub-divide its scope using the work breakdown structure (WBS). Which of the following is the main reason for producing the WBS for a project? a. To get sign-off from the customer on the scope of the project b. To better explain to management what exactly needs to be done c. To clarify whether the work being done is justified in line with the business case d. To enable a more detailed understanding of the scope and work estimates

D

The WBS dictionary contains a detailed description of the work packages. Which of the following is unlikely to be included in the WBS dictionary? a. Detailed description of the work b. Responsible person or group c. Acceptance criteria d. Results of inspection of the work package

D

You and your team are reviewing the project scope statement, requirements documentation, and the organizational process assets. Your next step is to: a. Develop Project Management Plan b. Prepare Responsibility Assignment Matrix (RAM) c. Collect Requirements d. Create WBS

D

You are managing a large and complex project. You have several vendors that are part of the team as well as many cross-functional internal team members. One of your team leads is trying to collect requirements with four vendors and several employees. She asks you to attend the meeting to ensure it stays on track. She doesn't want you to direct a particular outcome, but she needs your skills in keeping the goal at the forefront and assisting the stakeholders in achieving the outcome. What skill should you use to meet the need? a. Business analysis b. Managing by walking around c. Compromising d. Facilitation

D

You are managing a large-scale software development project under contract. Your client has just asked for new functionality in the software. Which of the following is the preferred chain of events? a. Acknowledge request, discuss with project steering committee, estimate cost of changes, have marketing add mark-up, approve changes, invoice the client, and make the changes b. Agree to changes, update schedule and budget, inform team members what needs to be changed, complete the work, and invoice the client c. Understand the request, inform client that change requests must go through the formal change control process, obtain approvals, and notify team d. Verify terms of agreement, analyze impacts to cost and schedule, prepare client change request, obtain approvals, update project documents, and communicate changes to stakeholders

D

You are mentoring a junior project manager. He understands the concept of scope but doesn't fully grasp the idea behind what it means to control scope. You explain to him that the most important consideration is: a. Explaining scope changes to stakeholders b. Never allowing the scope baseline to change c. Developing a detailed description of the project and product d. Monitoring status of project and product scope and managing changes to scope baseline

D

You are working at a major utility company that uses earned value analysis on all projects over $1M. You have encountered several approved changes in scope on your new project. As a part of controlling scope, the most useful document to update is the: a. Requirements baseline b. Requirements management plan c. Work performance data d. Performance measurement baseline

D

You have inherited a new project which has not yet had a requirements gathering process. While you have been doing project management for some years, neither you nor anyone on your immediate team has experience in gathering requirements. Your next step should be to: a. Read all the documentation you can find and try to do the job yourself b. Advise your sponsor that there will be a significant delay in the project c. Outsource it to a third party d. Ask the sponsor to budget for a resource that has sufficient business analysis expertise

D

Your company is working on the release of its new product which will require modification to the existing product. All the requirements have been identified and approved. Your development team identifies five technical issues that will need to be addressed. Your next step is to: a. Conduct the three configuration management activities of identification, status accounting and verification/audit for the product and project b. Do configuration management for the project to determine cost, schedule, and quality impact c. Request corrective action to resolve the issues d. Analyze the product and have the technical team develop options to solve the problems

D

Your customer is concerned that she will not get the right product as per her requirements. She has had trouble about this with other vendors in prior projects and wants to make sure that this situation won't occur again. She interferes with the development and quality processes and disturbs the team. You should explain to her that: a. You will call a team meeting to make sure the team is diligent b. You will micromanage the process to ensure that does not happen. c. After scope validation, the process of quality control will allow her to accept or reject deliverables d. After QC, the process of scope validation will allow her to accept or reject deliverables

D

Your quality manager is providing the group with an explanation of the various quality tools he uses. You want to be sure that each requirement in the requirements documentation is tested. Your next step is to recommend: a. Performing root cause analysis b. Using a context diagram c. Using Design for X d. Using the requirements traceability matrix

D