Mid-Term MAN 4583

D. A reference to the strategic plan

Chapter 4 You and the project management team are creating a project statement of work. As part of this activity, which one of the following should be referenced in the project statement of work document? A. Risk responses B. Organizational process assets C. The initial work breakdown structure D. A reference to the strategic plan

C. A process, the focus of this chapter, is a set of interrelated activities that brings about a product, result, or service.

Chapter 3 1. Yolanda is the project manager of the Data Migration Project for her organization. As the project manager Yolanda should identify which project management processes are most appropriate for this type of project. What is a project process? A. The creation of a product B. The progressive elaboration resulting in a product C. A series of actions that bring about a product, result, or service D. A series of actions that allow the project to move from concept to deliverable

B. The project team does not select which knowledge areas are needed for the project to be successful, so this statement is false. Thus, it is not a condition required for project success. Chapters 4 through 12 in this book and the PMBOK describe the ten knowledge areas that are applicable for every project.

Chapter 3 10. In order for a project to be successful, there must be four conditions. Which one of the following is not a condition required for project success? A. The project team must select the appropriate processes to meet the project objectives. B. The project team must select applicable knowledge areas in order to meet the project objectives. C. The project team must comply with requirements to meet stakeholder needs, wants, and expectations. D. The project team must balance the competing demands of scope, time, cost, quality, resources, and risk to create a quality product.

A. The project team tailors the project processes to their individual project.

Chapter 3 11. When a project manager and a project team choose the processes that they deem applicable to their project, this is called what? A. Tailoring B. Faulty project management C. Functional project management D. Rolling wave planning

C. The project team is acquired in the executing process group.

Chapter 3 12. Ron is the project manager of a new project and he's eager to meet the project team to get the project planned and the work moving. However, he's confused as to when he will actually acquire the team. In which process group will the project team be acquired? A. Initiating B. Planning C. Executing D. Monitoring and controlling

C. The initial constraints and assumptions are documented in the project charter.

Chapter 3 13. You are the project manager of a new project. You have worked with management to identify several initial assumptions and constraints for your project. Where will these items be documented? A. Project management plan B. Project scope statement C. Project charter D. Risk management plan

D. The project is not authorized until the charter is approved.

Chapter 3 14. Ben is the project manager for his company. A customer has requested a new website and asked that Ben serve as the project manager since he's done great work in the past for her company. Based on this information, when does a project become officially authorized? A. When the project charter is written B. When the project is funded C. When the project team is assembled D. When the project charter is approved

B. When the project team completes the project work, the project's budget is expended.

Chapter 3 15. You are the project manager of a new project to construct a children's playground in your community. The project is being funded by a private donor, but they expect you to manage the project with the fullest attention. When does the vast majority of a project's budget get expended? A. During the planning process group activities B. During the execution process group activities C. During the initiation process group activities D. During the procurement process group activities

A. A work-around is an example of a corrective action. A, corrective action, is an action to bring future project performance in alignment with the project plan.

Chapter 3 16. You have identified a negative risk within your project and would like to implement a work-around to the risk. A work-around is an example of what? A. A corrective action B. A defect repair C. Preventive action D. Poor project management

C. The monitoring and controlling process group provides feedback between project phases.

Chapter 3 17. You are working on a new high-profile project. Management has asked that you pause the project at the end of each project phase to communicate with them about the work and the project progress, and provide cost and schedule forecasts. Which process group can provide feedback between project phases? A. Planning B. Executing C. Monitoring and controlling D. Closing

C. Quality control aims to eliminate causes of unsatisfactory performance. This process is part of the monitoring and controlling process group.

Chapter 3 18. You are the project manager of an IT upgrade project for a health care client. The client demands perfection in the project's product because of the lives your project's product will affect. Which process aims to eliminate causes of unsatisfactory performance? A. Scope definition B. Scope validation C. Quality control D. Cost control

C. When a project is canceled, the closing processes must still happen. In this example, the only closing process mentioned was contract closure.

Chapter 3 19. Mick is the project manager of the CHA Design Project. The project has been performing poorly on both costs and schedule. The customer has become very aggravated with the project problems and has decided to cancel the project. Which process must happen next? A. Scope control B. Procurement management C. Contract closure D. No additional process is needed because the project has been canceled.

C. Communicating is a process, but it is not a process group.

Chapter 3 2. There are five project management process groups that allow projects to move from start to completion. Which one of the following is NOT one of the project management process groups? A. Initiating B. Planning C. Communicating D. Closing

A. A preset project deadline is an example of a project constraint.

Chapter 3 20. Management has determined that your project must be completed by December 30. This date is an input to your planning process group and is considered what? A. A constraint B. An enterprise environmental factor C. An organizational process asset D. An assumption

B. Projects logically move through initiating, planning, executing, monitoring and controlling, and closing.

Chapter 3 3. Of the following, which is the logical order of the project management processes? A. Initiating, planning, monitoring and controlling, executing, closing B. Initiating, planning, executing, monitoring and controlling, closing C. Planning, initiating, monitoring and controlling, executing, closing D. Planning, initiating, executing, closing, monitoring and closing

B. Rolling wave planning is the progressive detailing of the project management plan.

Chapter 3 4. You are the project manager of the GRT Construction Project. Your project team announces how they are happy to be done with project planning. You inform the team, however, that you and they will likely be returning to project planning throughout the project. This ongoing process of project planning is also known as _________________. A. Constant integration planning B. Rolling wave planning C. Continuous planning D. Phase gates

D. Stakeholders should be involved in the planning processes because they have specific skills and knowledge that the project team can use to develop the project plan.

Chapter 3 5. You are the project manager for the AQA Project. You would like to include several of the customers in the project planning sessions. Your project leader would like to know why the stakeholders should be involved since your project team will be determining the best method to reach the project objectives. You should include the stakeholders because _____________. A. It generates goodwill between the project team and the stakeholders. B. It allows the stakeholders to see the project manager as the authority of the project. C. It allows the project team to meet the stakeholders and express their concerns regarding project constraints. D. It allows the project team to leverage the skills and knowledge of the stakeholders to develop the project plan.

A. Stakeholders should participate in project initiation because it improves shared ownership of the project, deliverable acceptance, and stakeholder satisfaction.

Chapter 3 6. You are the project manager of a new mobile application project for a client. You have requested that several of the stakeholders participate in the initiation of the project. Why is this important? A. It improves the probability of shared ownership. B. It allows for scope constraints. C. It prevents scope creep. D. It allows for effective communications.

D. The purpose of planning is to develop the project management plan.

Chapter 3 7. You are coaching several new project managers in your organization about the project management life cycle and the purpose of each group. There is some confusion, however, about the actual purpose of the project management planning process group. What is the primary purpose of the planning process group? A. To initiate the project work B. To determine the project cost C. To determine the Iron Triangle of Project Management D. To develop the project management plan

C. The project manager is selected during the initiation process group.

Chapter 3 8. Beth is the project customer for a home construction project. The project is likely to be awarded to your company's design firm, but there are still some questions regarding the proposal your company has offered to Beth. Robert, your manager, wants you to be the project manager on this project even though it technically hasn't been awarded to your company. When is a project manager typically selected? A. Planning phase B. Executing phase C. Initiation phase D. When the project charter is approved

B. Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements.

Chapter 3 9. Gary is teaching a group of project managers about the PMP and the PMBOK Guide. Gary wants to clearly communicate what project management is according to the PMBOK Guide. Which one of the following statements best describes what project management is? A. Project management is the application of knowledge, skills, tools, and techniques to project team members to meet project requirements. B. Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. C. Project management is the collection of the project management processes used on every project. D. Project management is the application of the project management processes that are used on every project.

C. Automatic change request approvals

Chapter 4 Configuration management is a process for applying technical and administrative direction and surveillance of the project implementation Which activity is not included in configuration management? A. Controlling changes to the project deliverables B. A method to communicate changes to stakeholders C. Automatic change request approvals D. Identification of the functional and physical attributes of the project deliverables

C. The earned value technique

Chapter 4 Fred is the project manager of a bridge construction project. His organization and the city inspectors both have an interest in the success and overall performance of the project and have asked Fred to identify the approach he'll use to measure and report project performance. Which one of the following measures project performance? A. WBS B. The project plan C. The earned value technique D. The work authorization system

A. A methodology to approve or decline changes

Chapter 4 Keisha is the project manager for her organization and she's working with the project team to develop the project management plan for a new project. The project team is confused about the change management plan and how it governs change with the project. The project plan provides what in regards to project changes? A. A methodology to approve or decline changes B. A guide to all future project risk management decisions C. A vision of the project deliverables D. A fluid document that may be updated as needed based on the CCB

B. Outputs from other project management processes

Chapter 4 Of the following, which one is an input to project plan development? A. Assumptions B. Outputs from other project management processes C. Earned value management D. Business needs

D. Inspecting work that has been corrected because it was done incorrectly the first time

Chapter 4 Robert is a the project manager of the HBQ Project. The project requires all of the telephones in the organization to be revamped and replaced with an internet phone. He's learned that the removal of some of the phones has damaged the walls in the building and they will need to be repaired. This project has a deadline and little time for repairing errors that weren't anticipated. Based on this information, which one of the following is the best example of defect repair review? A. Adding labor to a project to reduce errors during the installation of hardware B. Retraining the project team on how install a new material so that all future work with the new materials is done correctly. C. Repairing an incorrectly installed door in a new home construction project D. Inspecting work that has been corrected because it was done incorrectly the first time

B. Linear programming

Chapter 4 Terri's organization is moving through the process of selecting one of several projects. Her organization utilizes mathematical models to determine the projects that should be initiated. Which one of the following is an example of a mathematical model used to select projects for selection? A. Future value B. Linear programming C. Present value D. Benefits/cost ratio

D. It defines how the project will be executed, monitored and controlled, and then closed

Chapter 4 The project management plan has several purposes and all projects should have a plan. What is the purpose of the project management plan? A. It defines the project manager and their level of authority on the project B. It authorizes the project manager to assign resources to the project work. C. It defines how the project will be planned and executed D. It defines how the project will be executed, monitored and controlled, and then closed

D. Risk responses

Chapter 4 The project manager can help write the project charter, but is not the person signing the project charter. Regardless of who actually writes the charter there are several elements that should be included in the document. All of the following are addressed in the project charter, except for which one? A. Requirements to satisfy the project customer, project sponsor, and other stakeholders B. Assigned project management and level of authority c. Summary budget d. Risk responses

D. Control

Chapter 4 The project plan provides a baseline for several things. Which one of the following does the project plan NOT provide a baseline for? A. Scope B. Cost C. Schedule D. Control

B. 139,000

Chapter 4 The project steering committee is considering which project they should invest capital in. Mary's project promises to be worth in $175,000 in four years. The project steering committee is interested in Mary's project, but they would like to know the present value of the return if the interest rate is 6 percent. What is the present value of Mary's project? A. 175,000 B. 139,000 C. 220,000 D. 43,750

A. The project manager and the project management team

Chapter 4 You are a project manager of a project that is part of a program. There has been some conflict among the project team about who assigns activities and directs the project execution. In this scenario, who directs the performance of the planned project activities? A. The project manager and the project management team B. The project team C. The project sponsor D. The project manager

A. The configuration management system

Chapter 4 You are assisting the project manager for the DGF Project. This project is to design and implement a new application that will connect to a database server. Management has requested that you create a method to document technical direction on the project and any changes or enhancements to the technical attributes of the project deliverable. Which one of the following would satisfy management's request? A. The configuration management system B. Integrated change control C. Scope control D. The change management plan

A. The budget as assigned by management

Chapter 4 You are the project manager for the HALO Project. You and your project team are preparing the project plan. Of the following which one is a project plan development constraint you and your team must consider? A. The budget as assigned by management B. Project plans from similar projects C. Project plans from similar projects that have failed D. Interviews with SME's who have experience with the project work in your project plan

D. The change log

Chapter 4 You are the project manager for your organization. A change has recently been approved by your organization's change control board. You need to update the scope baseline and what other document? A. The cost baseline B. The quality baseline C. The risk management plan D. The change log

A. Supporting detail for the change

Chapter 4 You are the project manager for your organization. When it comes to integrated change control, you must ensure that which one of the following is present A. Supporting detail for the change B. Approval of the change from the project team C. Approval of the change from a subject matter expert D. Risk assessment for each proposed change

D. To provide accurate communication for the project team, project sponsor, and stakeholders regarding how the project will be executed, controlled, and closed

Chapter 4 You are the project manager of a new project to develop new software product. Management has not required a formal project management plan in the past, but they'd like you to develop a project management plan to serve as a model or template for all other projects in the organization. The primary purpose of your project management plan is: A. To define the work to be completed to reach the project end date B. To define the work needed in each phase of the project life cycle C. To prevent any changes to the scope D. To provide accurate communication for the project team, project sponsor, and stakeholders regarding how the project will be executed, controlled, and closed

A. A special case of contract closure

Chapter 4 You are the project manager of the NHG Project. You have had to terminate a contract with a vendor. What is this an example of? A. A special case of contract closure B. Mitigation C. A contract claim D. Scope closure

B. Offers historical information for future projects

Chapter 4 You have just informed your project team that each team member will be contributing to the lessons learned documentation. Your team does not understand this approach and wants to know what the documentation will be used for. Which one of the following best describes the purpose of the lessons learned documentation? A. Offers proof of concept for management B. Offers historical information for future projects C. Offers evidence of project progression as reported by the project team D. Offers input to team member evaluations as the project's conclusion

A. Create a documented change request

Chapter 4 You are the project manager for a pharmaceutical company. You are currently working on a project for a new drug your company is creating. A recent change in a law governing dug testing will impact your project and change your project scope. The first thing you should do as project manger is: A. Create a documented change request B. Proceed as planned since the project will be grandfathered beyond the new change in the law C. Consult with the project stakeholders D. Stop all project work until the issue is resolved

B. Even though the change is agreed upon, this is an example of ineffective change control. The team member should follow the change control process as defined in the project scope management plan.

Chapter 5 A Project team member has, on his own initiative, added extra vents to an attic to increase air circulation. The project plan did not call for these extra vents, but the team member decided they were needed based on the geographical location of the house. The project team's experts concur with this decision. This is an example of: A. Cost control B. Ineffective change control C. Self-led teams D. Value-added change

D. The project scope statement defines the project deliverables and the associated work to create those deliverables.

Chapter 5 A project team member has asked you what a scope statement is. Which of the following is a characteristic of a project scope statement? A. Defines the scope baseline for the project B. Defines the requirements for each project within the organization C. Defines the roles and responsibilities of each project team member D. Defines the project deliverables and the work needed to create those deliverables

B. Even though the change is agreed upon, this is an example of ineffective change control. The team member should follow the change control process as defined in the project scope management plan.

Chapter 5 A project team member has, on his own initiative, added extra vents to an attic to increase air circulation. The project plan did not call for these extra vents, but the team member decided they were needed based on the geographical location of the house. The project team's experts concur with this decision. This is an example of: A. Cost control B. Ineffective change control C. Self-led teams D. Value-added change

D. Defect repair and its review do not require a change request, so this choice is correct.

Chapter 5 A scope change has been approved in Marcy's project. All of the following must be updated to reflect the change except for which one? A. The project scope statement B. The WBS C. The WBS dictionary D. Defect repair review

C. Commercial databases often provide resource cost rates for project estimating.

Chapter 7 14. Which one of the following is an example of resource cost rates that a project manager could use to predict the cost of the project? A. analogous estimating B. bottom up estimating C. Commercial database D. procurement bid analysis

A. The only system that defines how project and product scope can be changed is the project scope change control system.

Chapter 5 As the project manager, you are averse to change once the scope statement has been approved. You do not want changes to enter the project because these changes can have a wide impact on the project as a whole. Which system defines how the project scope and the product scope can be changed? A. The project scope change control system B. The project integrated management system C. The project management information system D. Change control

A. Project scope management is primarily concerned with defining and controlling what is and is not included in the project.

Chapter 5 Complete this sentence: Project scope management is primarily concerned with defining and controlling ______________________. A. What is and is not included in the project B. What is and is not included in the product C. Changes to the project scope D. Changes to the configuration management system

C. Undocumented changes are examples of scope creep.

Chapter 5 David, one of your project team members, has been making changes to his work, which, as a result, changes the project scope. David's changes are also known as what? A. Gold plating B. Scope control defect C. Scope creep D. Improvised scope composition

B. Change requests for corrective actions are an output of scope control. This is because the project team may be doing work outside of the project scope. Corrective action would stop the extraneous work and bring the project team member's actions back into the work within the project scope.

Chapter 5 It's important for you, the project manger, to understand what each of the project management processes create. One of the key processes you'll do is scope control throughout your project. Which of the following is an output of scope control? A. Work-around B. Change request for a corrective action C. Transference D. Risk assessment

B. The smallest item in the WBS is called the work package.

Chapter 5 Marty is the project manager of the Highway 41 Bridge Project and he's working with his project team members to create the WBS. Marty shows the team how to break down the project scope into the WBS components, but the team doesn't understand how far down the breakdown should occur. Marty should call the lowest-level item in a WBS what? A. A deliverable B. A work package C. An activity D. A leaf object

C. The project scope statement can help the project management team determine if a proposed change is within or outside of the project boundaries.

Chapter 5 One of the stakeholders of the project you are managing asks why you consider the project scope statement so important in you project management methodology. You answer her question with which of the following? A. It is mandatory to consult the plan before authorizing any change B. Project managers must document any changes before approving or declining them. C. The project scope helps the project manager determine if a change is within or outside of scope. D. The project plan and earned value management (EVM) work together to assess the risk involved with proposed changes.

B. Scope validation leads to one thing: formal acceptance of the complete project scope.

Chapter 5 Throughout the project, you have milestones scheduled at the end of each phase. Tied to these milestones you have a project management requirement of scope validation. Scope validation leads to what? A. Defect repair B. Formal acceptance of the complete project scope C. Rework D. Inspection

A. Blueprints are an example of the project specifications.

Chapter 5 You are the project manager for a large construction project. The architect has provided your project team with blueprints detailing the exact layout of the building your team will be creating. He insists that the team follow the blueprints as he's designed them. The blueprints are an example of which one of the following? A. Project specifications B. Approval requirements C. Project constraints D. Initially defined risks

B. This is a change due to an external event-the event being the product your competitor has in their project.

Chapter 5 You are the project manager for the JHG Project. Your project is to create a new product for you industry. You have recently learned that your competitor is also working on a similar project, but their offering will include a computer-aided program and web-based tools, which your project does not offer. You have implemented a change request to update your project accordingly. This is an example of which of the following? A. A change due to an error and omission in the initiation phase B. A change due to an external event C. A change due to an error or omission in the planning phase D.A change due to a legal issue

A. The WBS numbering scheme is called the code of accounts.

Chapter 5 You are the project manager for your organization and you're creating the WBS for a new project. In your WBS, you're numbering each level of the components following a project sequenced numbering order. Your WBS is numbered in a hierarchical fashion for easy identification and reference. This numbering scheme is called what? A. Code of accounts B. Chart of accounts C. WBS template D. WBS dictionary

B. If a change to a project scope affects the procured work, the project manager must consider the contract. This is because the change may affect the existing contract the project manager and the vendor have entered into.

Chapter 5 You are the project manager of a large project. Your project sponsor and management have approved you to outsource portions of the project plan. What must be considered if a change request affects the procured work? A. The project sponsor B. The contractual agreement C. Vendor(s) D. The cause of the change request

D. This is a clear example of rolling wave planning.

Chapter 5 You are working with the project team to create the WBS. There are some elements in the WBS that can't be broken down yet. You and the team elect to break down these items later in the project as more details become available. This approach to creating the WBS is also known as what? A. Decomposition B. The 8/80 Rule C. Parkinson's Law D. Rolling wave planning

C. The WBS and WBS dictionary are two of the three components of the scope baseline. The approved detailed project scope statement is the third portion of the scope baseline.

Chapter 5 You'll use the scope management plan to define the project scope statement. You'll also use this plan to build the scope baseline. Which two items are parts of the scope baseline for the project? A. The project scope management plan and project charter B. The project scope management plan and the WBS C. The WBS and WBS dictionary D. Time and cost baselines

A. Inspection is a tool and technique used during scope validation. You might also use group-decision making techniques as part of the validate scope process.

Chapter 5 You've just reached the end of your project and management has asked you and several key stakeholders to begin the scope validation process. What is a tool and technique used during scope validation? A. Inspection B. Quality control C. Stakeholder analysis D. Defect repair review

D. The project scope management plan defines the creation of the detailed project scope statement. A, the charter, does include the preliminary project scope statement, but not the detailed one the project scope management plan defines. B, the project management plan, is a parent of the project scope management plan. C is not a valid plan, so this answer is incorrect.

Chapter 5 Henry is the project manager for his organization, and management has asked him to create a project management plan to define the scope statement. Which project management plan guides the creation of the detailed project scope statement? A. The charter B. The project management plan C. The project scope plan D. The project scope management plan

A. This is an example of a project constraint.

Chapter 5 You are the project manager of the BHY Project. Your project customer had demanded that the project be completed by December 1. December 1 is an example of which one of the following? A. A constraint B. An assumption C. A project boundary D. Product acceptance criteria

C. At this point, you won't need, or likely have, the risk management plan to define the project scope.

Chapter 5 You are the project manager of the GYH Project. This project will create a walking bridge across the Tennessee River. You've been asked to start the process of creating the project scope statement and you need to gather the elements for this process. Which one of the following is not needed to define the project scope? A. A project charter B. Organizational process assets C. A risk management plan D. Requirements documentation

C. This is an example of using the previous project as a template. Rolling wave planning is incorrect because rolling wave planning describes the detailed planning of the imminent project work, and the high-level planning of work is further away in the project schedule. Analogous estimating describes the method of using a similar project to create the current project's time and/or cost estimate. Expert judgement is using an expert to provide needed info for the current project.

Chapter 6 1. You are the project manager of the HGF Project. You would like to use a portion of the activity list from the HGB Project, which is similar to you current project. The portion of the activity list from the HGB Project is best described as which on of the following? A. Rolling wave planning B. Analogous estimating C. a template D. Expert judgement

B. the project will complete on a tuesday. this can be quickly determined by counting each set of monday through friday as five days. Three weeks allows the project to end on day 17, a tuesday

Chapter 6 11. Consider a project that is to begin work on a Monday and a project team that will not work any weekends. The critical path of the project is 17 days. On what day of the week will the project be completed? A. monday B. tuesday C. wednesday D. thursday

c. Crashing is when a project mgr elects to add resources to the project work in an attempt to compress the project schedule. Crashing adds costs to the project.

Chapter 6 12. Mike, a project mgr in your company, is falling behind on the project schedule. He has elected to crash the project. What is crashing?? A. Adding lag time btwn all project activities B. adding lead time btwn all prohect activitires C. Adding additional project resources to the project work d. removing all unneeded project deliverables

A. Analogous estimating uses an analogy btwn simillar projects to determine the current project's duration.

Chapter 6 13. You are the project mgr of the PJG project for your company. This project is similar to a project you completed a few months ago and you like to reference the older project for info. Which estimating technique uses a similar project to predict how long the current project will take to complete? A. analogous estimating B. Parametric estimating C. organizational process assests D. Bottom-up estimating

B. ther framing activity cannot begin immediately after the concrete activity; there is a waiting time, which is commonly known as the lag time. hard logic describes theorderi nwhich activities must happen, lead time would actually allow activities to overlap finishtostart does describe the relationship btwn the concrete and framing activities, but it doesnt answer the question.

Chapter 6 15. The framing activity cannot begin until the concrete has cured for 36 hours. The time btwn the concrete activity and the framing activity is best describe as which one of the following? a. hardlogic B. lag time C. lead time D finish-to-start relationship

B. the critical path reveals the earliest that a path may finish

Chapter 6 16. You are the proj mgr of the data warehouse project. you;ve just recently created the proj network diagram and you now want to identify the critical path. Which one of hte following best describes thecritical path? A. it is always one path with no float B. it determines the earliest the project can finish C it has the most activities D. It has the most important project activities

d. schedule control is part of the integrate change control process neither a b or c answer the question completely.

Chapter 6 17. Mgmt has asked that you create the schedule mgmt plan to identify the different processes and procedures your project will require. During the creation of the plan, you need to identify schedule control and its components. Schedule control is part of which project managemnt process? A. change control B. cost control C. WBS refinements D. integrated change control

A. The critical path method only considers when the work may take place and not the availability of the resources

Chapter 6 19. Which schedule development tool does not consider the availability of the project resources, only when the work may take place in the project? A. the critical path method B. the critical chain method C. schedule compression D. arrow on the node method

D. The team members that the project will utilize are not included in the cost estimate. The proj mgr will include the project scope of work, the assumptions made and the constraints considered when creating a cost estimate.

Chapter 7 15. You have created a cost estimate for a new project that you'll be managing in your organization. All of the following should be included in your cost estimate except for which one? A. Description of the schedule activity;s project scope of work B. Assumptions made C. Constraints D. Team mebers the project will utilize.

D. Rolling wave planning is the planning of the immediate portions of the project in detail and the future work at a higher level.

Chapter 6 2. You are the project mgr of a large project for your org. Much of the project will center on new software which you'll be installing on 4500 laptops in stages. Bc of hte likelihood of change, you've recommended a rolling wave planning approach. Which one of the following is the example of rolling wave planning? A. using expert judgement for the current project B. using a portion of the activity list from a previous project C. breaking down the project scope D. Planning the immediate portions of the project in detail and the future project portions at a higher level

C. Crashing adds cost to the project bc it adds labor, and labor costs money.

Chapter 6 20. You are working with your proj team to respond to some delays in the proj sched. You have elevated to crash the proj sched and mgmt wanted to know what effect this will have on the project as a whole. What happens when a proj mgr elects to crash a proj? A. The project will end early B. the project will end on time C. the project costs will increase D. the project team morale will decrease.

B. The work packages are broken down into schedule activities. Project scope is incorrect bc this is the root of the WBS. Planning packages is incorrect bc the planning packages represent portions of the WBS where the product scope describes the thing or service th e project will create

Chapter 6 3. You are working with your project team to break down the project work into activities. Which component in the WBS must be broken down to get to the schedule activities? A. project scope B. work packages C. planning packages D. product scope

A. the activity list must not include any activities that are not part of the project scope . All others are incorrect bc these activities and terms are induced in the activity list.

Chapter 6 4. You and the project team have created the work breakdown structure based on the project scope and requirements. your next step is to create the project's activity list. Which of the following will NOT be included in the acticity list created with the project mgt team? A. activities that are no part of the project scope B. quality control activities C. activites to create the work packages D. Physical terms, such as linear feet of pipe to be instealled

A. scope verification leads to acceptance decision with the project customer but it is not part of the activity attributes. The others are all part of the activity attribute that Mary may include.

Chapter 6 5. Mary has created an acticity list with the project team. She has included activity attributes for each of the activities in her project activity list. Of the following, which one is not an exampe of an activity attribute that Mary likely included? A. scope verification processes B. predecessor activites C. leads and lags D. geographic area where the work must take place

A. The OS must be installed before the application, so this is an example of hardlogic. soft logic describes a scenario in which the activities can happen in any order. The relationships are incorrect bc these activities cannot start at the same time nor may they finish at the same time.

Chapter 6 6. Your project team agrees that the server operating system must first be installed before the application can be installed. This best describes which one of the following? A. hard logic B. soft logic C. start-to-start relationship D. Finish-to-finish relationship

C. The painting activity must finish first, and then the carpet installation activity can begin.

Chapter 6 7. You are working with your project team to schedule activities for your construction project. You have scheduled the painting activity to be completed before the carpet installation activity may begin. The relationship between the painting activity and carpet installation activity can best be described as which one of the following? A. lag B. lead C. Finish-to-start D. Start-to-finish

B. The only system that deals directly with scheudle is B, the schedule change control system.

Chapter 6 182 Terry is the proj mgr of the network update proj and the proj stakeholders have requested that 4 new servers be added to the proj. this addition will cause changes in the proj costs and sched. Which system can manage changes to the proj sched? A. change control system B. schedule change control system C. integrated change control D. Change control board

C. Analogous estimating is based on historical info, which is part of organizational process assets. regression analysis, is incorrect bc this choice describes the study of a project moving backward so that it may ultimately move forward. bottom up is incorrect because this is the most reliable cost estimating technique and is based on the current project's WBS. enterprise environmental factors is a term that describes the internalpolicies and procedures a proj mgr must follow within the proj.

Chapter 7 1. You are using a previous similar project to predict the costs of the current project. Which of hte following best describes analogous estimating? A. regression analysis B. bottomup estimating C. organizational process assets D. enterprise environmental factors

B. The WBS is needed in order to create a definintive cost est. This is the most accurate estimate type but it also take the longest to complete.

Chapter 7 10. Management has requested that you complete a definitive cost estimate for your current project. Which one of the following must exist in order to complete this estimate? A. Project scope mgmt B. WBS C. Project team D. Expert judgement

C. Sole source is the best choice bc it describes the marketplace condition in which only one vendor can provide the goods or services your project requires.

Chapter 7 11. You need to procure a highly specialized chemical for a research project. There is only one vendor available that provides the materials you need. This scenario is an example of what market condition? A. Constraint B. Single course c. Sole cource d Oligopoly

A. Team meber recollections are the least reliable input to cost estimating.

Chapter 7 12. You are the proj mgr of the network upgrade project for you r company Mgmt has asked that oyu creat e a cost estiamte of the project so they can determine the project funding. You gather the inputs for the cost estimate and begin the process of cost estimating. Of the followinf cost estimating inputs, which one is the least reliable? A. Team ember recollections B. His torical info C. Project files d. cost estimating templates.

A the costof the pea gravel is a parametrics estimate.

Chapter 7 13. You can purchase pea gravel for oyur proj at $437 per metric ton. You need four tons of the pea gravel, so youi predict your costs will be $1748. This an example of which cost-estimating approach? A. Parametric B. Analogous C. bottom up D. top down

B. The formula fo this problem is variance at completion minus the actual costs for the project.

Chapter 7 18. A project hada budget of 750000 and was completed on time. The project expenses however, were 15 percent more than what the project called for. What is the variance at the completion for the porject? A. impossible to tell B. 112500 C. 637500 D750000

C. Bottom-up estimating takes the longest to complete of all the estimating approaches, but it is also the most reliable approach. topdown estimating is also known as analogous estimating, and it is not reliable topdown budgeting is nota valid term for this question. parametric estimating is an approach that predicts the proj costs based on a parameter(costper hr, cost per unit, etc(

Chapter 7 2. You are the proj mgr for a new technology implementation project. mgmt has requested that your estimates be as exact as possible. Which of the following methods of estimating will provide the most accurate estimate? A. top-down estimating B. top-down budgeting C. bottom-up estimating D. parametric estimating

B. Earned value is found by multiplying the percentage of the project that is completed by the project's budget at completion. In this instance, it's 75000.

Chapter 7 4. You have just started a project for a manufacturer. Project team members report they are 30 percent complete with the project. You have spent 25,000 of the project's 250,000. What is the earned value for this project? A. 10% B. 75,000 C. 25,000 D. not enough info

D bottom up estimating is typically more expensive to do than other estimating approaches, bc of the time required to create this type of estimate.

Chapter 7 5. you and your project team are about to enter a meeting to determine project costs. You have elected to use bottom up estimating and will base your estimate on the WBS. Which one of the following is not an attribute of bottom up estimating? A. People doing the work create the estimates B. It creates a more accurate estimate c. It's more expensive to do than other methods D. It's less expensive to do than other methods.

C. This is an example of a variable cost, since the cost of the training will fluctuate based on the numnber of participants that choose to come to the project session.

Chapter 7 7. You are the proj mgr fo the csr training project, and 21000 customer reps are invited to attend the training session. Attendance is optional. You have calcilated the costs of the training facility, but the workbook expense depends on how many students register for the class. For every 5000 workbooks created, the cost is reduced by a percentage of the original printing cost. The workbook expense is an example of which one of the following? A. fixed costs b. Parametric costs C. Variable costs D. Indirect costs.

A. This is an example of a fixed cost. The cost of the equipment will remain uniform, or fixed, throughout the duration of this project.

Chapter 7 8. You are the proj mgr of a construction proj scheduled to last 24 months. You have elected to rent a piece of equipment for the project's duration, even though you will need the equipment rental only periodically thoughout hte proj. the costs of the equipemnt rental per mo are $890. This is an example of which of the following? A. Fixed costs B. Parametric costs C. Variable costs D. Indirect costs

C. The CPPI is found by dividing the earned value by the actual costs

Chapter 7 9. You are the proj mgr of the BHG project. your BAC is 600k. you have spent 270k of your budget. You are now 40 percent done with the proj, though you plan called for you the be 45 percent done iwth the work by this time. What is your CPI? a. 100 b. 89 C. .89 D. .79

A. The formula for this instance, because the condition experiences were atypical, is ETC = BAC - EV. The formula for Linda's project would ETC = 275000-82500.

Chapter 7 16. Linda is the project mgr ofa convstruction proj. The budget for her proj is 275k. The project team madea mistake easrly in the proj that cost 34k in added materials.. Linda does not believe the mistakes will likely happen again bc the team is 30 % complete with the project and things are once again going smoothly. Her sponsor wants to know how much more funding Linda will likely need on the project. What should she tell thesponsor? A. 192500 b. 241000 C. 309000 D. 275000

A. the cost change control system defines how changes to the cost baseline may be approved.

Chapter 7 3. Amy is proj mgr for her company and she's working with the proj team to determine the effect of a proposed change on the project's budget. When Amy looks at the change, she tells the team that the change will pass through project's cost change control system. What does the cost change control system do? A. it defines the methods to change the cost baseline B. it defines the methods to create the cost baseline C. it evaluates changes to the project costs based on changes to the project scope. D. This is not a valid change control system

B. The opportunity cost is the amount of the project that the org cannot do.

Chapter 7 6. You are the project manager for a consulting company. You company has two possible projects to manage, but they can only choose one. Project WQQ ais worth 217k, while project LB is worth 229k.Management elects to choose project LB. The opportunity cost of this choice is which one of the following? A. 12k B. 217k C. 229k D. zero, bc project LB is worth more than WQQ

Project

Management

Management

Project

D. a three point estimate takes the sum of the three and then divides it by three. none of the other answers reflect the result of a three point estimate.

chapter 6 14. You are using a three- point estimate for your project. howard reports that his optimistic estimate is 16 hours, his most likely estimate is 24 hrs, and the pessimistic estimate is 65 hrs. What is the estimated duration for howard's activity? A. you won't know until howard actually does the work B. 105 hours C. 24 hours D. 35 hours

D. The earned value is simply the percent complete times the BAC. In this instance, the project;s budget was 750000, and since the project is 100 % complete, the answer is D

chapter 7 17. A proj hada budget of 750000 and was completed on time. The proj expenses were 15% more than what the project called for. What is the earned value of this project? A. impossible to know- not enough info B. 112500 C. 637500 D. 750000

B. bc Marty has a variance, he needs to complete a variance report

chapter 7 19. Marty is the project manager of a software dev project. He has reviewed the project's costs and progress and he realizes that he has a cost variance of 44k. he needs to complete what type of report? A. Status report B. Exceptions report C. Forecast report D. Lesson learned

A. Training for hte porject team is known as the cost of quality.

chapter 7 20. You are the construction mgr fora construction project. The proj will be suing a new material that the project team has never worked with before. you allot 10k to train the project team on the new materials so that the project will operate smoothly. the 10k for training is known as what? A. Cost of quality B. Cost of poor quality C. Sunk costs D. Contingency allowance