Project Management: The Managerial Process (7 Ed.) - Chapters 7-10 & 13-14
A positive situation where moving toward the optimum time can result in very real, large savings—this occurs when the network is: A. Insensitive B. Sensitive C. Ahead of schedule D. Shifting to the critical chain E. Implementing a fast-tracking system
A
A tool used to monitor past project schedule performance and current performance, and to estimate future schedule trends is a simple line chart known as a A. Project control chart. B. Gantt chart. C. PERT chart. D. Network diagram. E. Milestone chart.
A
Adopting proven technology instead of experimental technology in order to eliminate technical failure would be an example of which risk response? A. Avoiding B. Transferring C. Mitigating D. Retaining E. Ignoring
A
All of the following are benefits of scheduling resources before project implementation EXCEPT A. It ensures low network sensitivity. B. It allows managers to share resources with other project managers if it is requested without negatively impacting their project. C. The project completion date can be established. D. Work packages can be time-phased. E. It allows time for considering reasonable options if resource constraints do exist.
A
All of the following are disadvantages of scheduling overtime EXCEPT A. Overtime is associated the with additional costs of coordination and communication. B. Sustained overtime work by salaried employees may incur burnout. C. Productivity is reduced the longer one is working. D. More hours results in higher expenses if paying workers hourly. E. Continued overtime can lead to a higher turnover rate.
A
An activity's crash cost includes ________ costs. A. Direct B. Indirect C. Overhead D. Total E. Normal
A
As a project is crashed and project duration is reduced, direct costs typically A. Increase. B. Become unstable. C. Decrease. D. Become unreliable. E. Stay the same.
A
Before an evaluation of the project team can be effective and useful, a minimum core of conditions needs to be in place before the project begins. Which of the following would NOT be one of those conditions? A. Individuals have the skill set necessary to successfully complete the project B. Evaluation criteria beyond time, cost and specifications has been established C. Rewards are adequate D. Individual, team responsibilities and performance standards are known by all team members E. Standards for measuring performance exist
A
Before crashing, direct costs for an activity represent normal costs, which typically mean low-cost, efficient methods for completing the activity in a(n) ________ amount of time. A. Normal B. Budgeted C. Optimized D. Expected E. Targeted
A
Each retrospective is assigned a(n) _________, typically a team member who is very interested in and familiar with the retrospective. This individual will serve as the contact point for anyone needing information relating to the retrospective. A. Owner B. Project sponsor C. Project manager D. Project facilitator E. Mediator
A
In a resource-constrained project, the first priority in assigning resources is usually given to activities with the A. Least slack. B. Smallest duration. C. Highest cost. D. Most slack. E. Lowest identification number.
A
In a resource-constrained project, which of the following is most likely to be changed? A. The completion date B. Project quality C. Scope creep D. The budget E. Resource levels
A
In organizations where projects are managed within a ____________, the team member's area manager, not the project manager, is responsible for assessing performance. A. Functional organization B. Matrix organization C. Flat organization D. Project organization E. Strong organization
A
In terms of commonly traded organizational currencies, sharing personnel, undertaking unwanted tasks, and providing technical knowledge are examples of ______-related currencies. A. Task B. Position C. Inspiration D. Relationship E. Personal
A
It is imperative that the closure facilitator possess the following characteristics EXCEPT A. Has direct involvement or direct interest in the project. B. Is perceived as impartial and fair. C. Has respect for senior management and other project stakeholders. D. Is willing to listen. E. Is perceived as having the best interests of the organization in making decisions.
A
Jan is trying to reallocate resources in a time-constrained project to create smoother resource utilization. She should first identify activities with the A. Most slack. B. Lowest identification number. C. Smallest duration. D. Least slack. E. Highest cost.
A
Jessica just received the following information on her project: PV = 200, EV = 300, AC = 250, BAC = 1500, EAC = 1208. In terms of cost at completion. A. The project will currently finish under budget. B. The project will currently finish over budget. C. The project will currently finish on budget. D. The project will currently finish behind schedule. E. There is insufficient information to draw conclusions.
A
Jim receives the following information on his project: PV = 1000, EV = 1200, AC = 800, BAC = 2000, EAC = 1333. How is the project doing in terms of schedule? A. More work has been done than planned B. Less work has been done than planned C. The same amount of work has been done than planned D. The project has cost less than planned E. There is not enough information to draw a conclusion
A
Low-cost, realistic, efficient methods for completing an activity under normal conditions are supported by ____ time. A. Normal B. Budget C. Optimized D. Expected E. Target
A
Obtaining ____________ is a major and critical closure activity for the Project Manager. A. Delivery acceptance B. Final invoice C. Work unit prioritization D. Project Deliverables E. Critical incidence review
A
One of the ways to allow others to build trust in you is to A. Behave in a consistent manner B. Celebrate staff birthdays on a regular basis C. Allow adequate time for staff training D. Never be late on a project E. Bribe the project staff with perks
A
Research consistently points out that project success is strongly affected by the degree to which a project has the support of top management. The following are ways a project manager can manage upward relationships EXCEPT A. Never ignore the chains of command. B. Prove loyalty. C. Pick the optimum time to appeal to top management. D. Consistently follow through on requests. E. Accept profound differences in perspective and become skilled at the art of persuading superiors.
A
Resource leveling or smoothing can have all the following results on a project EXCEPT A. A longer project duration. B. A more sensitive network. C. Reduced resource need over the life of the project. D. Reduced fluctuations in resource demand. E. Lower peak resource demand.
A
The cost variance for a project is calculated by A. EV - AC. B. AC - SV. C. PV - EV. D. CV - EV. E. EV - PV.
A
The cost variance for a project is calculated by: A. EV-AC B. AC-SV C. PV-EV D. CU-EV E. EU-PV
A
The earned value system starts with the time-phased costs that provide the project baseline, which is called the A. Planned budgeted value of work scheduled. B. Planned budgeted value of work completed. C. Earned value of work scheduled. D. Scheduled value of work scheduled. E. Scheduled value of work completed.
A
The final step in the project control process for measuring and evaluating project performance is to A. Take appropriate action. B. Prepare a report to top management. C. Follow up on corrective action. D. Measure progress and performance. E. Review spending with team members.
A
The first step in the project control process for measuring and evaluating project performance is to A. Set a baseline plan. B. Determine the project objectives. C. Determine the project deliverables. D. Analyze the project budget. E. Review the project priority matrix.
A
The less steep the cost slope of an activity, the A. Less it costs to shorten one time period. B. More it costs to shorten one time period. C. Smaller the crash time is. D. Larger the crash time is E. Cannot be determined by the information given.
A
The most common circumstance for project closure is simply a ________ project. A. Completed B. Overdue C. Over-budget D. Underachieving E. Successful
A
The relationship between the normal point and the crash point is assumed to be A. Linear. B. Curvilinear. C. Variable. D. Conversely related. E. Exponentially related.
A
The risk management tool that is divided into three color-coded zones representing major, moderate, and minor risks is the risk A. Severity matrix. B. Assessment form. C. Responsibility matrix. D. Impact assessment. E. Scenario assessment.
A
The traits of successful project managers include all of the following EXCEPT A. Pessimist. B. Proactive. C. Skillful politician. D. Effective time management. E. Personal integrity.
A
The typical mechanism for the evaluation of teams is normally A. A survey completed by the team members. B. A personal interview of each team member. C. An analysis by an outside consultant. D. A survey completed by members of top management. E. A survey completed by the internal or external customers.
A
Tools such as a risk assessment form and a risk severity matrix are used to. A. Assess risks. B. Regulate risks. C. Control risks. D. Identify risks. E. Respond to risks.
A
Total project costs include all of the following except: A. All of these are included in total project costs B. Administration C. Supervision D. Project manager's salary E. Interest
A
What is created when project costs are placed in a time schedule depicting when they are to occur? A. project cost baseline B. project network C. risk management plan D. contingency plan
A
When having to have a difficult conversation with upper managers, you can increase success by A. Framing the issue in familiar language B. Not asking for further budget allocation C. Making sure you have just met your last deadline. D. Framing the issue in familiar language and making sure you have just met your last deadline E. Building lower-level support for your issue and the proposed resolution.
A
When it is necessary to reduce project duration and resources are constrained, which of the following is NOT a reasonable option? A. Establishing a core project team B. Fast-tracking C. Reduce project scope D. Compromise quality E. Critical-chain project management
A
When reducing project duration, the crash cost per unit has to be calculated and the maximum units each activity can be reduced must be known. After this, the critical path must be identified. What is the next step? A. Find the activity with the lowest crash cost B. Calculate the optimum cost-time point C. Calculate the crash point D. Calculate indirect cost per time unit E. Find the activity with the steepest cost slope
A
Which group of stakeholders defines the scope of the project and ultimately determines whether or not the project is successful? A. Customers B. Top management C. Project sponsors D. Project managers E. Project team
A
Which metaphor best captures the role of a project manager? A. The conductor of an orchestra B. The point guard on a basketball team C. A programmer on a software development team D. A scout on an exploration E. A mathematics instructor
A
Which of the following is NOT true regarding scope creep? A. It commonly occurs late in projects B. It is frequently unnoticed until time delays or cost overruns are observed C. It wears down team motivation and cohesiveness D. Project suppliers resent frequent changes E. Scope changes can represent significant opportunity
A
Which of the following is not true regarding scope creep? A. It is common late in projects B. It is frequently unnoticed until time delays or cost overruns are observed C. It wears down team motivation and cohesiveness D. Project suppliers resent frequent changes E. All of these are true
A
Which part of the final report highlights the key findings and facts relating to the project implementation? A. Executive summary B. Review and analysis C. Recommendations D. Lessons learned E. Appendix
A
Which statement is correct with respect to transferring risk? A. transfer of risk does not change the likelihood or impact B. transfer of risk increases total cost of the risk occurring C. transferring risk infers postponement or delay of a risk occurrence
A
Without any formal planning, the president of a software company remarks in a speech that new technologically advanced software will be available in one year. This may lead to a project that must be done faster than anticipated. This is an example of reducing project duration caused by A. Imposed project deadlines. B. Time to market. C. Unforeseen project delays. D. High overhead. E. Incentive contracts.
A
__________ of lessons learned are designed to improve performance on current and future projects. A. Retrospectives B. Corrective action plans C. Introspectives D. Culminations E. Evolutions
A
what is the purpose of a contingency fund in executing a response to an opportunity (positive risk) occurring? A. to take advantage of opportunities B. to eliminate project risks C. none, it is not built into the original plan
A
A Risk Response Matrix contains all of the following EXCEPT A. Contingency plan. B. When the risk will occur. C. Response. D. Trigger. E. Who is responsible.
B
A well-defined project that encounters no significant surprises would require little A. Management. B. Leadership. C. Monitoring. D. Corrective action. E. Controlling.
B
An activity's normal time and cost are 8 and $100, respectively. Its estimated crash time and cost are 6 and $160, respectively. What is this activity's crash cost per time unit? A. $33 B. $30 C. $60 D. $65 E. $153
B
Baseline project budgets are derived from A. The organization's overall budget. B. Time-phasing the work packages. C. Top management directions. D. The total direct, direct project overhead and G&A overhead costs. E. The earned value system.
B
Baseline project budgets are derived from: A. The organization's overall budget B. Time-phasing the work packages C. Top management directions D. Both A and C are correct E. A, B, and C are all correct
B
Cost slope can be determined by dividing the A. Run by the rise B. Rise by the run C. Crash cost by the normal cost D. Normal cost by the crash cost E. Both B and C are correct
B
Cost slope can be determined by dividing the A. Run by the rise. B. Rise by the run. C. Crash cost by the normal cost. D. Normal cost by the crash cost. E. Indirect cost by direct cost.
B
Gene is trying to order the concrete needed to continue his project. However, the supplier will not be able to deliver it until next week. This is an example of what kind of resource constraint? A. Equipment B. Materials C. People D. Information E. Working capital
B
In terms of commonly traded organizational currencies, giving a task that could result in a promotion, acknowledging someone's effort and accomplishments, and providing opportunities for linking with others are examples of ______-related currencies. A. Task B. Position C. Inspiration D. Relationship E. Personal
B
Intense global competition and rapid technological advances create pressure on developing projects rapidly. This is an example of reducing project duration caused by: A. imposed project deadlines B. Time to market C. Unforeseen project delays D. HIgh overhead E. incentive contracts
B
Intense global competition and rapid technological advances create pressure to develop projects rapidly. This is an example of reducing project duration caused by A. Imposed project deadlines. B. Time to market. C. Unforeseen project delays. D. High overhead. E. Incentive contracts.
B
Performance appraisals generally fulfill two functions. The first is to identify individual strengths and weaknesses and to develop action plans for improving performance. The second involves salary or merit adjustments. Why should these two functions be addressed at different times? A. It is too much information to discuss at once B. Employees are so eager to learn about a potential raise that they tend to tune out constructive feedback C. Managers tend to spend too much time talking about how the employee can improve his or her performance and not on justifying the salary adjustment D. If employees are upset over a salary adjustment, they will more willing to listening to ways they can improve E. If the manager is giving employees good news regarding their salary adjustment, they will not have to discuss the employees' strengths and weaknesses
B
Regina's boss has told her that her project is very important. If the critical path is delayed, she will be given whatever she needs to get it back on schedule. Her project is classified as ________ constrained. A. Quality B. Time C. Cost D. Performance E. Resource
B
Sally receives the following information on her project: PV = 100, AC = 75, EV = 100. How well is the project doing in terms of budget? A. Right on budget B. 25 under budget C. 25 over budget D. 50 under budget E. 50 over budget
B
Small refinements that eventually build to be major changes are known as: A. Project erosion B. Scope creep C. Specification adjustments D. Specification refinements E. Continuous improvements
B
Stakeholders such as human resources, information systems, purchasing agents, and maintenance are typically classified as A. Project managers. B. Administrative support. C. Functional managers. D. Project sponsors. E. Customers.
B
Susan is to conduct environmental testing but the chamber cannot hold all the equipment that she wants to test. This is an example of a constraint that could impact the sequence and timing of activities in a project network. What type of constraint is it? A. Time B. Physical C. Resource D. Technical E. Scheduling
B
The attempt to recognize and manage potential and unforeseen trouble spots that may occur when a project is implemented is known as A. Contingency planning. B. Risk management. C. Disaster protection. D. Risk forecasting. E. Scenario analysis.
B
The following are general tips for conducting performance reviews EXCEPT A. Begin the process by asking the individual to evaluate his or her own contributions to the project. B. Use other team members' performance as a method to compare and evaluate. C. When you have to be critical, focus the criticism on specific examples of behavior and not on the individual personally. D. Be fair and consistent in your treatment of all team members. E. Treat the review as only one point in an ongoing process.
B
The initial step in the risk management process is to A. Set aside budget funds for managing the risks. B. Identify the risks. C. Appoint a risk manager. D. Determine the level of acceptable risk. E. Assess the risk potential.
B
The key to exercising influence is A. To make few mistakes. B. To build trust. C. To build a network of top-level people. D. To understand the political connections within the organization. E. To make friends with everyone.
B
The second ring in the network of relationships for project managers includes all of the following EXCEPT A. Other project managers. B. Customers. C. Functional managers. D. Top management. E. Project sponsors.
B
These are all guidelines a project manager should consider when assigning project work EXCEPT A. Have people work together early so that they can become familiar with each other. B. Always assign the best people to the most difficult tasks. C. Select people with compatible work habits and personalities. D. When possible, team veterans up with new hires. E. Select individuals with skillsets that complement each other.
B
What do resource allocation methods seek to improve for a time constrained project? A. minimization of resource cost B. utilization of resources C. resource scheduling conflicts D. risk management plans E. project scope
B
What is the benefit of a risk management plan for a project? A. preventing all project risk B. minimizing the impact of risks occurring C. creating multiple work breakdown structures D. providing flexibility for project scope development
B
What project management tool/method is suggested to determine the customer's opinion of a project being time or resource constrained? A. risk management plant B. project priority matrix C. project scope D. work breakdown structure
B
What type of contingency is typically required to manage a schedule risk , i.e. finishing a project late? A. back up strategies B. budget reserves, i.e. cash C. mitigation of risk likelihood D. inflation factor adjustments
B
When the project may be completed early with some parts of the project eliminated this is considered to be ___________ closure. A. Normal B. Premature C. Perpetual D. Changed priority E. Failed project
B
Which mitigation strategy is normally first pursued to minimize the cost impact of a risk event occurring? A. avoidance B. reduce likelihood C. reduce impact
B
Which of the following correctly calculates an activity's cost slope? A. (normal cost - crash cost)/(normal time - crash time) B. (crash cost - normal cost)/(normal time - crash time) C. (normal time - crash time)/(crash cost - normal cost) D. (normal time - crash time)/(normal cost - crash cost) E. (crash cost - normal cost)/(crash time - normal time)
B
Which of the following groups of stakeholders place constraints on project work such as requiring permits to be secured, that work is built to code, or that safety standards are met? A. Project sponsors B. Government agencies C. Project managers D. Customers E. Top management
B
Which of the following is NOT a rational reason to reduce project duration? A. Incentive contracts B. High network sensitivity C. Imposed deadlines D. High overhead costs E. Unforeseen delays
B
Which of the following is NOT one of the more common problems associated with scheduling multiproject resources? A. Delays in one project causing delays in other projects B. Decline in project quality C. Inefficient resource utilization D. Resource bottlenecks E. Overall schedule slippage
B
Which of the following is NOT one of the potential responses to a specific risk event? A. Retaining B. Ignoring C. Avoiding D. Mitigating E. Transferring
B
Which of the following methods will measure the scheduling efficiency of the work accomplished to date? A. SV/CV B. EV/PV C. EV/AC D. AC/SV E. AC/CV
B
Which of the following projects would be least benefited if additional resources were added? A. Splitting and stacking a cord of wood B. Developing new software C. Harvesting a crop by hand D. Building a cabin E. Moving to a new house
B
Which of the following summarizes project performance and provides useful information for continuous improvement? A. Customer acceptance B. The final report C. Team evaluation D. 360-degree feedback E. Project summary
B
Which of the following will calculate the estimated cost to complete the project? A. (VAC-EV)/(PV/AC) B. (BAC-EV)/(EV/AC) C. (PV/AC)/(VAC-EV) D. (EV/AC)/(BAC-EV) E. (BAC-EV)/(BAC-AC)
B
Which part of the final report examines in detail the underlying causes of problems, issues, and successes relative to the project and includes concise, factual review statements of the project? A. Executive summary B. Review and analysis C. Recommendations D. Lessons learned E. Appendix
B
_____________ is a measure of how easy it would be to notice that a risk event was going to occur in time to take mitigating action, that is, how much warning you would have. A. Warning assessment B. Detection difficulty C. Impact scaling D. Awareness level E. Probability analysis ©2017 McGraw-Hill Education. All rights reserved.
B
A list of questions that address traditional areas of uncertainty on a project is termed a A. Query. B. Checklist. C. Risk profile. D. Questionnaire. E. Research matrix.
C
A project budget report is showing our project as spending $35,000 against a budgeted amount of $40,000. Which of the following is true? A. We are spending less than we should for the project B. We have more money to put into budget reserves C. We can't be sure how the project is going D. We are doing a good job managing the project E. We should check to see if all the bills have been paid
C
A project manager notices that $1,000 worth of work that was scheduled to be completed at this time has not been accomplished. They know this by looking at the A. EV. B. TCPI. C. SV. D. PCIB. E. EAC.
C
A project monitoring system involves all of the following EXCEPT A. Determining what data to collect. B. Determining how, when, and who will collect the data. C. Adjusting the data. D. Analysis of the data. E. Reporting current progress.
C
According to Brooks' Law, adding more people to a late project is most likely to have which of the following impacts? A. Keep the project from slipping any further B. Get the project back on schedule C. Make the project slip further D. Lead to burnout E. Decrease team motivation
C
Adverse weather, design flaws, and equipment breakdown can create negative slack. This is an example of reducing project duration caused by A. Imposed project deadlines. B. Time to market. C. Unforeseen project delays. D. High overhead. E. Incentive contracts.
C
Adverse weather, design flaws, and equipment breakdown can create negative slack. This is an example of reducing project duration caused by: A. Imposed project deadlines B. Time to market C. Unforeseen project delays D. High overhead E. Incentive contracts
C
After your team has successfully identified potential risks that could affect the project, what is the next step? A. Mitigate risks B.Decide how to respond to all risks C. Assess identified risks D. Create a risk breakdown structure E. Create contingency plans
C
An analysis carried out during and shortly after the project life cycle that attempts to capture positive and negative learning is represented in which of the following? A. Scenario analysis B. Variance analyses C. Lessons learned D. Performance evaluation E. Strategic objectives
C
As a project is crashed and project duration is reduced, indirect costs typically A. Increase. B. Become unstable. C. Decrease. D. Become unreliable. E. Stay the same.
C
If resources are not adequate to meet peak demands, the resulting reschedule is termed A. Project resource adjustment. B. Time-constrained scheduling. C. Resource-constrained scheduling. D. Allocation. E. Mandatory leveling.
C
In a resource-constrained project, the second priority in assigning resources is usually given to activities with the A. Highest cost. B. Most slack. C. Smallest duration. D. Lowest identification number. E. Least slack.
C
In monitoring project time (schedule) performance actual performance should be compared to: A. Budgets for the current year B. Top management's targets C. Project network schedule derived from the WBS/OBS D. Progress on similar past projects E. Previous status reports
C
In monitoring project time (schedule) performance, actual performance should be compared to A. Budgets for the current year. B. Top management's targets. C. Project network schedule derived from the WBS/OBS. D. Progress on similar past projects. E. Previous status reports.
C
In reviewing the status of her project with top management, Shirley was told that there are only two programmers that she can use for her project. Her project is classified as __________ constrained. A. Quality B. Time C. Resource D. Performance E. Cost
C
In selecting the best activity to crash you would first select the activity with the A. Earliest start time. B. Most steep slope. C. Least steep slope. D. Longest duration E. Largest crash time.
C
In terms of commonly traded organizational currencies, being involved in a task that has a large significance and having a chance to do something important and do it well are examples of ______-related currencies. A. Task B. Position C. Inspiration D. Relationship E. Personal
C
Managing a project and leading a project are two different things. Project leadership is about coping with A. Formulating plans and objectives. B. Monitoring results against plans. C. Change. D. Taking corrective action when necessary. E. Designing structures and procedures.
C
More and more companies are discarding the traditional superior-subordinate performance feedback process and replacing it with a multi-rater appraisal called A. Critical incidences review. B. Management by objectives. C. The 360-degree feedback. D. Team evaluation survey. E. Retrospectives.
C
Networks are mutually beneficial alliances that are generally governed by the law of A. Supply-demand. B. Brooks' law. C. Reciprocity. D. A squeaky wheel. E. Risk-reward.
C
Once you have established who the key players are that will determine success, then you initiate contact and begin to build a relationship with those players. Less effective managers A. Spend the majority of their time outside their office. B. Are able to stay in touch with what is really going on through face-to-face interactions. C. Announce an open door policy and encourage others to see them when a problem or issue comes up. D. Initiate contact to provide encouragement and to reinforce the objectives and vision of the project. E. Talk with key stakeholders in attempt to keep abreast of developments and anticipate potential problems.
C
One common mistake made early in the risk identification process is to A. Support participants being over pessimistic B. Give too much attention to past events C. Focus on objectives and not on the events that could produce objectives E. Not consider all possibilities E. Encourage participants to be overly optimistic
C
One difference between project management and project leadership is that project management includes A. Recognizing the need to alter direction. B. Aligning people to meet new directions. C. Monitoring results against plans. D. Motivating people to meet new objectives. E. Deviating from the plan.
C
One way of reducing project costs is identifying tasks that _________ can do themselves. A. Vendors B. Suppliers C. Customers D. Company employees E. Project teams
C
Resources are adequate, but demand varies widely over the life of the project. Delaying noncritical activities to lower peak demand on resources is known as resource A. Effectiveness. B. Allocation. C. Smoothing. D. Shifting. E. Manipulating.
C
Risks are evaluated in terms of A. Time and impact. B. Cost and schedule. C. Likelihood and impact. D. Likelihood and cost. E. Impact and cost.
C
Sam, the project engineer, has been scheduled to run the product system test at the same time he is to build a marketing prototype. This is an example of what type of resource constraint? A. Equipment B. Physical C. People D. Time E. Technical
C
The cost impact of a risk event occurring as a project proceeds through its life cycle tends to A. Rise sharply and then level out. B. Slowly drop. C. Slowly rise. D. Remain about the same. E. Drop sharply and then level out.
C
The direct cost for completing an activity in the shortest time it can realistically be completed in is called its __________ cost. A. Normal B. Reserve C. Crash D. Accelerated E. Expedited
C
The percent complete index that looks at percent complete in terms of actual amounts is calculated by which of the following? A. EV/BAC B. (EV-PV)/BAC C. AC/EAC D. (EV-AC)/BAC E. (EV-PV)/EAC
C
The risk assessment form contains all of the following EXCEPT A. When the risk event may occur. B. Potential impact of the risk event. C. Who will detect the occurrence of the risk event. D. Difficulty of detecting the occurrence of the risk event. E. Likelihood of the risk event occurring.
C
The risk associated with the unlikelihood that one of the key members will be struck by lightning would most likely be handled by which of the following? A. Transferring B. Mitigating C. Retaining D. Ignoring E. Avoiding
C
The shortest possible time an activity can be completed realistically is called ___ time. A. Expedited B. Accelerated C. Crash D. Optimistic E. Optimal
C
The shortest possible time an activity can be completed realistically is called ________ time. A. Expedited B. Accelerated C. Crash D. Optimistic E. Optimal
C
The third step in the project control process for measuring and evaluating project performance is to A. Review the baseline plan with top management. B. Analyze inputs to the control system. C. Compare the plan against actual performance. D. Measure both progress and performance. E. Review spending with team members.
C
The value that tells you the planned value of work that has actually been completed is the A. SV. B. PV. C. EV. D. AC. E. CV.
C
This type of closure occurs when the project may never seem to end. At some point the review group should recommend methods for bringing final closure to this type of project. This is considered to be ___________ closure. A. Normal B. Premature C. Perpetual D. Changed priority E. Failed project
C
To provide greater clarity to business ethics, many companies and professional groups A. Encourage managers to rely on their own personal sense of right and wrong. B. Post consequences to unethical behavior. C. Publish a code of conduct. D. Conduct annual training seminars on business ethics. E. Establish a reward system for those who display ethical behavior.
C
What is required in order for risk response control to succeed? A. work breakdown structure dictionary B. mitigation of risk likelihood C. documentation of responsibility
C
When a project manager must reduce project duration but resources are constrained, creating a software program that will have fewer features than originally planned or building a house without the bonus room the owner originally specified in the plans would both be examples of A. Fast-tracking. B. Using critical-chain project management. C. Reducing project scope. D. Compromising quality. E. Doing it twice—first fast and then correctly.
C
When managing stakeholders, a project manager should A. Develop a hands-on approach. B. Focus on the project team and their needs. C. Understand how different stakeholders can affect the project and manage that dependency. D. Manage and limit time negotiating with stakeholders outside of the organization. E. Refuse to be pulled by the demands of people who are not directly involved in the project.
C
When the project team is salaried, which of the following is the preferred choice for accelerating project completion? A. Assigning additional staff and equipment B. Subcontract work C. Schedule overtime D. Outsource project work E. Establish a core project team
C
Which of the following is NOT considered a project indirect cost? A. Rent B. Insurance C. Labor D. Utilities E. CEO's Salary
C
Which of the following is NOT considered a project indirect cost? A. Supervision B. Consultants C. Equipment D. Interest E. The project manager's salary
C
Which of the following is NOT one of the more commonly used options for cutting project costs? A. Reduce project scope B. Have owner take more responsibility C. Move the completion date further out D. Brainstorm cost savings options E. Outsource project activities
C
Which of the following is not considered a project indirect cost? A. Supervision B. Consultants C. Equipment D. Interest E. All of these are considered project indirect costs
C
Which of the following would NOT be appropriate to assess when evaluating team performance? A. How well the team performed in terms of time, cost, and specifications B. Effectiveness of group decisions C. Individual strengths and weaknesses D. Customer satisfaction with project deliverables E. Trust among group members
C
Which of the following would be defined as the ability or skill to perceive, assess and manage the emotions of one's self and others? A. Emotional stability B. Coolness under pressure C. Emotional intelligence D. Empathy E. Management sensitivity
C
Which part of the final report presents major improvement actions that should be made? A. Executive summary B. Review and analysis C. Recommendations D. Lessons learned E. Appendix
C
Which term is used to best describe the documents needed to develop an adequate risk response control plan? A. work breakdown structure B. work breakdown structure dictionary C. risk register D. project scope
C
Why is it necessary to have a time-phased budget baseline? A. It reduces schedule slippage when scheduling multiproject resources B. It reduces fluctuations in cash flow during the project C. It shows how much work was accomplished for the money spent D. It is not necessary to have a time-phased budget baseline E. It allows proper resource allocation
C
Why is the second step of risk management to assess the risks identified in the first step? A. to determine what's missing B. to avert the risk C. to establish priorities for attention
C
____ costs are incurred when completing an activity in its realistically shortest time. A. Normal B. Reserve C. Crash D. Accelerated E. Expedited
C
project monitoring system involves all of the following except: A. Determining what date to collect B. Determining how, when, and who will collect the data C. Adjusting the data D. Analysis of the data E. Reporting current progress
C
what tool allows project management software to handle a multiproject environment by prioritizing resource allocation to specific projects? A. risk management plans B. work breakdown structure numbering systems C. project priority number rankings D. project priority matrix
C
where in the project life cycle should a project manager begin the risk identification process? a. scope development b. defining c. planning d. executing e. delivering
C
A CPI or SPI value less than one indicates that the project is A. Under cost or behind schedule. B. Over cost or ahead of schedule. C. Under cost or ahead of schedule. D. Over cost or behind schedule. E. On cost or on schedule.
D
A ___________ Gantt chart is a simple and effective way to depict progress on a project. A. Baseline B. Control C. Variance D. Tracking E. Simple
D
A guide who leads the project team through an analysis of project activities that went well and of what needs improvement and aids in the development of a follow-up action plan with goals and accountability is a(n) A. Owner. B. Project sponsor. C. Project manager. D. Project facilitator. E. Mediator.
D
A high-ranking manager who advocates the project and uses her or his influence to gain approval of the project is a project A. Promoter. B. Champion. C. Godfather. D. Sponsor. E. Advocate.
D
A key distinction between a risk response and a contingency plan is A. A risk response is established only for moderate risks while contingency plans are established for major risks. B. A risk response is created by the project team and the project manager while the project manager and the customer agree on the contingency plan. C. A risk response is action that is the response to a risk once it has happened and the contingency plan is created by the customer if the risk response fails. D. A risk response is part of the actual implementation plan and action is taken before the risk can materialize, while a contingency plan goes into effect only after the risk has transpired. E. A risk response is only effective when you are able to assess the likelihood of the risk and its impact on the project; all other risks are covered by contingency planning.
D
A special truck that George needs on his project has been scheduled on another project. This is an example of what type of resource constraint? A. People B. Materials C. Working capital D. Equipment E. Information
D
All of the following are types of resource constraints EXCEPT A. Equipment. B. Human. C. Materials. D. Information. E. People.
D
All resource leveling techniques involve A. Delaying critical activities. B. Adding resources. C. Using negative slack. D. Delaying noncritical activities. E. Delaying the project.
D
An Earned Value System used to monitor project progress includes a comparison of A. Actual costs versus budget B. Schedule progress versus plan C. Quality progress versus plan D. Both A and B are correct E. A, B, and C are all correct
D
Because of circumstances beyond the control of the project team, many projects are easy for a review group to close down. This type of project closure is called A. Normal. B. Premature. C. Perpetual. D. Failed project. E. Changed priority.
D
Change management systems are designed to accomplish all of the following EXCEPT A. Reflect scope changes in baseline and performance measures. B. Review, evaluate, and approve/disapprove proposed changes formally. C. Identify expected effects of proposed changes on schedule and budget. D. All of these are examples of what change management systems are designed to accomplish. E. Track all changes that are to be implemented.
D
Creating a Project Cost-Duration graph is useful: A. During the pre-project planning phase B. After the project has begun C. After the completion of the project D. Both A and B are correct E. A, B, and C are all correct
D
Emily has recently learned that she needs to reduce the duration of her project to meet an imposed deadline. She has calculated the crash cost per unit and knows the maximum units each activity can be reduced. What is the next step? A. Find the activity with the lowest crash cost B. Calculate the optimum cost-time point C. Calculate the crash point D. Identify the critical path E. Find the activity with the highest crash cost
D
Generally the method for measuring accomplishments centers on comparing A. Earned value with the expected schedule value B. Earned value with the actual costs C. Actual costs with budgeted costs D. Both A and B are correct E. A, B, and C are all correct
D
If a network has several critical or near-critical paths it is deemed to be: A. Well planned B. The lowest cost alternative C. Resource-constrained D. Sensitive E. Insensitive
D
In a generic project life cycle, which phase has the highest cost should a negative risk event occur? A. scope development B. defining C. planning D. delivering
D
In a resource-constrained project the third priority in assigning resources is usually given to activities with the A. Most slack. B. Highest cost. C. Smallest duration. D. Lowest identification number. E. Least slack.
D
In selecting the best activity to reduce you would first select the activity with the A. Largest crash time B. Longest duration C. Earliest start time D. Least steep slope E. Steepest slope
D
In terms of commonly traded organizational currencies, providing friendship, giving emotional backing, and listening to others' concerns and issues are examples of _______-related currencies. A. Task B. Position C. Inspiration D. Relationship E. Personal
D
It is going to cost $80,000 a day simply to house and feed a construction crew in the farthest reaches of northern Alaska. This would be an example of a situation requiring reducing the project duration due to A. Imposed project deadlines. B. Time to market. C. Unforeseen project delays. D. High overhead. E. Incentive contracts.
D
Most of the scheduling methods available today require the project manager to classify the project as either _______ constrained or ______ constrained. A. Time, quality B. Quality, cost C. Quality, resource D. Time, resource E. Cost, time
D
Nancy tells her supervisor that as of right now, $1.05 worth of work has been accomplished for each $1 worth of scheduled work. Nancy got this information from viewing the A. SV. B. TCPI. C. CPI. D. SPI. E. PCIB.
D
Of the following costs, which are NOT included in baseline? A. Suppliers B. Equipment C. Labor D. Budget reserves E. Contractors
D
Project costs are generally classified as ____ costs. A. Direct B. Indirect C. Overhead D. Both A and B are correct E. A, B, and C are all correct
D
Project success or failure often is reliant upon the contributions of all of the following groups of stakeholders EXCEPT A. Customers. B. Suppliers. C. Contractors. D. Competitors. E. Top management.
D
Purchasing an accident insurance policy would be an example of responding to a risk by _____________ it. A. Mitigating B. Ignoring C. Retaining D. Transferring E. Avoiding
D
Rachel is working on a project that technically allows three activities to be done at the same time. If they were to be implemented at the same time, she would need 5 contractors in order for the activities to be completed on time. There are only 3 available for her to use. This is an example of what type of constraint? A. Materials B. Physical C. Technical D. People E. Equipment
D
Reducing project duration A. Involves crashing all activities to their crash point. B. Can only be done when resources are not constrained. C. Is always more expensive. D. Tends to increase network sensitivity. E. Should be considered for all projects.
D
Sometimes very high __________ costs are recognized before a project begins and reducing these costs through shorter project durations becomes a high priority. A. Labor B. Direct C. Project D. Overhead E. Interest
D
Splitting an activity can result in all of the following EXCEPT A resource being moved from one activity to another and then back. B. A better project schedule. C. Possible startup and shutdown costs. D. More people working on the same activity. E. Activity work being placed on hold for a period until more resources are available.
D
Technical constraints have been carefully considered when developing a project network. Which of the following is true at this point? A. The project completion date can be established B. The project is ready to be implemented C. All of these are true statements once technical constraints have been established D. Technical dependencies between activities are known E. Resources have been assigned to each activity so they are adequate to complete the project on time
D
The chances of a risk event occurring as a project proceeds through its life cycle tend to A. Slowly rise. B. Drop sharply and then level out. C. Remain about the same. D. Slowly drop. E. Rise sharply and then level out.
D
The earned value of a project is the A. Project cost to date adjusted for project scope changes. B. Total project cost to date. C. Cost incurred minus the planned cost. D. Percent of the original budget that has been earned by actual work. E. The planned time-phased baseline of the value of work scheduled.
D
The following are distinguishing characteristics of retrospectives methodology EXCEPT A. It uses an independent facilitator. B. It establishes in-process learning gates during the project life cycle. C. An owner, typically a team member, is assigned. D. Reviews cannot be linked to percent complete. E. A repository is developed that is easy to use.
D
The following are necessary when mapping dependencies or building a social network EXCEPT A. Identify those on whom the project depends for success. B. Identify whose opposition would keep you from accomplishing the project. C. Examine what sources of influence you have relative to those on whom you depend. D. Focus on the relationships with project team members since they are doing the project work and you have most influence over them. E. Diagnose another's point of view as well as the basis for their positions.
D
The process for capturing lessons learned continues to evolve, but there are still many barriers to effectively capitalizing on lessons learned that have been identified. The following are examples of these barriers EXCEPT A. Lack of time. B. Teams get little direction or support after lessons are reported. C. Lessons learned often degenerate into blame sessions. D. Lessons learned are being used across different locations. E. The organizational culture doesn't support the effort that it takes to capitalize on lessons learned.
D
The second step in the project control process for measuring and evaluating project performance is to A. Review the baseline plan with top management. B. Analyze inputs to control system. C. Compare plan against actual. D. Measure progress and performance. E. Review spending with team members.
D
The second step in the project control process of the measurement and evaluation of project performance is to: A. Review the baseline plan with top management B. Analyze inputs to control system C. Compare plan against actual D. Measure progress and performance E. Review spending with team members
D
When a company will reduce the number of projects they have to manage internally to only core projects and send noncritical projects to contractors and consulting firms this is called A. Referring. B. Redistribution of projects. C. Project allocation. D. Outsourcing. E. Task sharing.
D
When considering the sequence and timing of activities, which of the following is NOT one of the types of project network constraints? A. Physical B. All of these are types of constraints that could impact structure of the project network C. Resource D. Time E. Technical
D
When determining which activity to crash, there are other factors that should be assessed beyond cost. Which of the following is NOT one of these factors? A. The inherent risk associated with the activity B. How crashing will impact the morale and motivation of the individuals working on that activity C. Resource availability after crashing that activity D. The level of difficulty involved in completing the activity E. When during the project the activity will occur
D
When project managers recognize that if they want participants to exceed project expectations then they have to exceed others' expectations of a good project manager, they are leading by example through which of the following aspects? A. Urgency B. Problem solving C. Priorities D. Standards of performance E. Ethics
D
When reducing project duration, the duration for a project that is optimal is at the point where A. Direct costs are the lowest. B. Indirect costs are the lowest. C. Direct costs equal indirect costs. D. Total project costs are the lowest. E. The project changes from time-constrained to resource-constrained.
D
Which of the following are required to assess the current status of a project using the earned-value cost/schedule system? A. BAC, EAC, and ETC B. VAC, EAC, and BAC C. CV, SU, and BAC D. PV, EV, and AC E. TCPI, EV, and PV
D
Which of the following are required to assess the current status of a project using the earned-value cost/schedule system? A. BAC, EAC, and ETC B. VAC, EAC, and BAC C. CV, SV, and BAC D. PV, EV, and AC E. TCPI, EV, and PV
D
Which of the following is NOT a potential consequence of failing to identify limited resources before project implementation? A. Difficulty in taking quick corrective action B. Increase costs C. Activity delays D. Scope creep E. Project delays
D
Which of the following is NOT a role of the closure facilitator? A. Create an environment in which stakeholders feel safe to provide input B. Lead the team in exploring new ways for solving problems C. Use several questionnaires as a starting point to conduct the post-project retrospective D. Get delivery acceptance from the customer E. Elicit a 360-degree view and input from all stakeholders to create a more complete picture of project issues
D
Which of the following is NOT a wrap-up closure activity that might be found on a checklist? A. Getting delivery acceptance from the customer B. Reassigning project team members C. Closing accounts and seeing all bills are paid D. Evaluation of team performance E. Creating a final report
D
Which of the following is NOT involved in risk control? A. Initiating contingency plans B. Establishing a change control system C. Watching for new risks D. Establishing contingency funds E. Executing the risk response strategy
D
Which of the following is NOT one of the steps in the risk management process? A. Risk response development B. Risk assessment C. Risk identification D. Risk tracking E. Risk response control
D
Which of the following is identified to cover major unforeseen risks and, hence, are applied to the total project? A. Activity reserves B. Time buffers C. Project reserves D. Management reserves E. Budget reserves
D
Which of the following is used at Hewlett-Packard for building relationships with key players that will determine a project's success? A. MBO B. MBA C. GIGO D. MBWA (Management by Wandering Around) E. PMI
D
Which of the following methods of variance analysis is the best indicator of how far off the budget a project will be at completion? A. BAC B. EAC C. ETC D. VAC E. TCPI
D
Which part of the final report is designed to be the most useful on future projects? A. Executive summary B. Review and analysis C. Recommendations D. Lessons learned E. Appendix
D
Which performance index is the most potentially misleading? A. CPI B. EV C. CV D. SV E. EAC
D
_______________ focuses on how to respond to events that have a positive impact on a project. A. Risk management B. Value management C. Prospect management D. Opportunity management E. Contingency management
D
A common method for shortening the project time is to: A. Adding resources B. schedule overtime C. subcontract an activity D. Both A and B are correct E. A, B, and C are all correct
E
A contractor finished a bridge across a lake 18 months early and received more than $6 million for the early completion. This is an example of reducing project duration caused by A. Imposed project deadlines. B. Time to market. C. Unforeseen project delays. D. High overhead. E. Incentive contracts.
E
A fixed price contract is an example of A. Ignoring risk. B. Avoiding risk. C. Accepting risk. D. Mitigating risk. E. Transferring risk.
E
A project manager learns that the project is only earning $.90 of planned work for each dollar spent by looking at the A. EV. B. BAC. C. SV. D. SPI. E. CPI.
E
Adequate project controls have the advantage(s) of: A. Holding people accountable B. Prevents small problems from getting large C. Keeping focus D. Both A and B are correct E. A, B, and C are all correct
E
An uncertain event or condition that, if it occurs, has a positive or negative effect on project objectives is termed a A. Bad luck. B. Disaster. C. Random chance. D. Hazard. E. Risk.
E
In a Project Cost-Duration Graph, total project costs are a sum of A. Labor, material and equipment costs. B. Direct costs plus interest. C. Direct labor costs and the project manager's salary. D. Direct costs and the project manager's salary. E. Direct and indirect costs.
E
In terms of commonly traded organizational currencies, sharing tasks that increase someone's skills and abilities and letting others have ownership and influence are examples of _______-related currencies. A. Task B. Position C. Inspiration D. Relationship E. Personal
E
Organizations use __________ in conjunction with work breakdown structures to help management teams identify and eventually analyze risk. A. Contingency breakdown structures B. Organizational breakdown structure C. Risk assessment D. Scenario analysis E. Risk breakdown structures
E
Project budgets are developed by time-phasing which of the following? A. Critical activities B. The network diagram C. Resource schedules D. None of these are time-phased to develop a project budget E. Work packages
E
Project closures can fall into all of the following categories EXCEPT A. Premature. B. Perpetual. C. Failed. D. Changed priority. E. Successful.
E
Risks that can result in a system or process that will not work are known as A. Cost risks. B. Funding risks. C. Schedule risks. D. Unnecessary risks. E. Technical risks.
E
Scope creep affects: A. The organization B. The project team C. The project suppliers D. Both A and B are correct E. A, B, and C are all correct
E
The closest relationships in a project network of relationships are between the project manager and A. Other project managers. B. Project sponsors. C. Top management. D. Customers. E. Project team members.
E
The content of the final report typically includes the following topics EXCEPT A. Lessons learned. B. Review and analysis. C. Recommendations. D. Executive summary. E. Team reviews.
E
The indicator that tells you the amount each remaining dollar must earn in order for the project to stay within budget is the A. PCIC. B. VAC. C. CPI. D. SPI. E. TCPI.
E
The optimum duration for a project is at the point where: A. The project changes from time-constrained to resource-constrained B. Indirect costs are the lowest C. Direct costs are the lowest D. Direct costs equal indirect costs E. Total project costs are the lowest
E
The outer ring in the network of relationships for project managers includes all of the following EXCEPT A. Other organizations. B. Customers. C. Contractors. D. Government agencies. E. Administrative support.
E
The purpose of project evaluation is to assess how well A. The project team performed. B. The team members performed. C. The project manager performed. D. The project team and team members performed. E. The project team, team members and project manager performed.
E
The schedule variance for a project is calculated by: A. EV - AC B. AC - SV C. PV - EV D. CV - EV E. EV - PV
E
Tony has realized that two activities in his project cannot be done at the same time because not enough resources are available. Activity 3 is critical and has a duration of 5 days. Activity 4 has 2 days of slack and a duration of 2 days. How will he decide which activity should be scheduled first? A. The activity with the most slack B. The activity with the highest cost C. The activity with the lowest identification number D. The activity with the smallest duration E. The activity with the least slack
E
When a project starts with a high priority but it is canceled because its rank erodes or crashes during its project life cycle. This is an example of what type of project closure? A. Normal B. Premature C. Perpetual D. Failed project E. Changed priority
E
When developing a new software package, logically, the software must be designed before the code is written, and the code must be written before it is tested. These activities are dependent on each other by _________ constraints. A. Resource B. Physical C. Time D. Schedule E. Technical
E
When someone familiar with each task estimates what percent of the task has been completed or how much of the task remains, they are creating a method for assigning costs to the baseline called the A. 0/100 percent rule. B. Task complete rule. C. Degree complete rule. D. Work complete rule. E. Percent complete rule
E
Which of the following groups should NOT be a part of the risk identification process? A. Vendors B. Subcontractors C. Customers D. Project team E. All of these groups can be included in the risk identification process
E
Which of the following is NOT a technique for accelerating project completion when resources are not constrained? A. Assign additional staff and equipment B. Establish a core team C. Do it twice—first fast and then correctly D. Reduce project scope E. Compromise quality
E
Which of the following is NOT included in a Failure Mode and Effects Analysis? A. Probability B. Risk value C. Detection D. Impact E. All of these are included
E
Which of the following is NOT one of the aspects of leading by example? A. Priorities B. Ethics C. Urgency D. Cooperation E. Power
E
Which of the following would be defined as the ability to lead and manage yourself by establishing a sense for who you are, what you stand for and how you should behave? A. Proactive B. Emotional intelligence C. Empathetic D. Sense of purpose E. Personal integrity
E
Which part of the final report includes backup data or details of analysis that would allow others to follow up if they wished? A. Executive summary B. Review and analysis C. Recommendations D. Lessons learned E. Appendix
E
