This document contains 18 multiple choice quizzes about project management concepts. The quizzes cover topics like project organization structures, roles of project managers in different contexts, challenges in different types of organizations, and key characteristics of projects. For each quiz there is an explanation of the correct answer. The quizzes are testing the reader's understanding of foundational project management frameworks and methodologies.
The document contains 10 exam questions testing knowledge of project management concepts like process groups, stakeholders, organization types, and phase relationships. It asks the reader to identify the process group where certain project activities would occur, which knowledge area addresses contract management issues, and properties of overlapping versus sequential project phases. The answers provided explain the reasoning behind each multiple choice response.
The document contains a set of exam questions related to cost management. It includes questions testing knowledge of key earned value management terms and formulas like budgeted cost of work performed (BCWP), schedule variance (SV), cost performance index (CPI), and to-complete performance index (TCPI). It also has questions on estimation techniques like analogous estimating and rough order of magnitude estimates. The questions cover topics like calculating project values, interpreting project performance, and identifying the best course of action for a project based on its cost and schedule performance.
The document appears to contain 15 multiple choice questions about communications management concepts from project management. The questions cover topics like identifying different communication types, inputs to the plan communications process, when to create a communication plan, examples of active listening, using work performance information, calculating lines of communication, and identifying examples of communication noise.
The document contains 15 multiple choice questions about scope management processes and tools. Key topics covered include the purpose and components of a work breakdown structure (WBS), the define scope and control scope processes, and tools like the scope management plan and WBS dictionary. The correct answers are provided for each question to help explain the concepts being tested.
1. The document contains 10 exam questions related to project management topics like enterprise environmental factors, characteristics of projects and programs, responsibilities of a project manager, and more.
2. The questions test understanding of concepts like the difference between a project and program, processes groups and knowledge areas, portfolio and project management, and constraints that can impact a project.
3. Correct answers are provided for each question along with brief explanations to help clarify the concepts being assessed.
This document contains 10 questions related to project management best practices. It provides the questions, suggested answers, and brief explanations or hints for each question. The questions cover topics such as project initiation processes, managing project changes, scheduling, resource allocation, risk management, and stakeholder engagement. The explanations reference concepts and processes from the PMBOK Guide, such as the importance of proper contract drafting for issues like charging for productive vs unproductive time.
The document contains 20 exam questions related to quality management processes and tools. Key points covered in the questions include:
1) The difference between quality control and quality assurance processes and how tools like histograms, control charts, and flowcharts are used.
2) Common quality management tools like Pareto charts, Ishikawa diagrams, run charts, and their appropriate uses.
3) Key quality management terms like defects, inspection, cost of quality, and statistical sampling.
4) Differences between quality management processes like plan quality, perform quality control, and perform quality assurance.
1. You've received a change request, which means the change needs to be approved before it can be implemented through the integrated change control process.
2. The project management plan is not an input to developing the project charter, as the charter is created before the plan.
3. The output of direct and manage execution is deliverables - the products, services or results of the project work.
The document contains 10 exam questions testing knowledge of project management concepts like process groups, stakeholders, organization types, and phase relationships. It asks the reader to identify the process group where certain project activities would occur, which knowledge area addresses contract management issues, and properties of overlapping versus sequential project phases. The answers provided explain the reasoning behind each multiple choice response.
The document contains a set of exam questions related to cost management. It includes questions testing knowledge of key earned value management terms and formulas like budgeted cost of work performed (BCWP), schedule variance (SV), cost performance index (CPI), and to-complete performance index (TCPI). It also has questions on estimation techniques like analogous estimating and rough order of magnitude estimates. The questions cover topics like calculating project values, interpreting project performance, and identifying the best course of action for a project based on its cost and schedule performance.
The document appears to contain 15 multiple choice questions about communications management concepts from project management. The questions cover topics like identifying different communication types, inputs to the plan communications process, when to create a communication plan, examples of active listening, using work performance information, calculating lines of communication, and identifying examples of communication noise.
The document contains 15 multiple choice questions about scope management processes and tools. Key topics covered include the purpose and components of a work breakdown structure (WBS), the define scope and control scope processes, and tools like the scope management plan and WBS dictionary. The correct answers are provided for each question to help explain the concepts being tested.
1. The document contains 10 exam questions related to project management topics like enterprise environmental factors, characteristics of projects and programs, responsibilities of a project manager, and more.
2. The questions test understanding of concepts like the difference between a project and program, processes groups and knowledge areas, portfolio and project management, and constraints that can impact a project.
3. Correct answers are provided for each question along with brief explanations to help clarify the concepts being assessed.
This document contains 10 questions related to project management best practices. It provides the questions, suggested answers, and brief explanations or hints for each question. The questions cover topics such as project initiation processes, managing project changes, scheduling, resource allocation, risk management, and stakeholder engagement. The explanations reference concepts and processes from the PMBOK Guide, such as the importance of proper contract drafting for issues like charging for productive vs unproductive time.
The document contains 20 exam questions related to quality management processes and tools. Key points covered in the questions include:
1) The difference between quality control and quality assurance processes and how tools like histograms, control charts, and flowcharts are used.
2) Common quality management tools like Pareto charts, Ishikawa diagrams, run charts, and their appropriate uses.
3) Key quality management terms like defects, inspection, cost of quality, and statistical sampling.
4) Differences between quality management processes like plan quality, perform quality control, and perform quality assurance.
1. You've received a change request, which means the change needs to be approved before it can be implemented through the integrated change control process.
2. The project management plan is not an input to developing the project charter, as the charter is created before the plan.
3. The output of direct and manage execution is deliverables - the products, services or results of the project work.
This document contains 25 exam questions testing knowledge of project management processes and terminology. The questions cover topics such as change requests, project charters, project management plans, baselines, and other key project management concepts. Answering the questions requires understanding of inputs and outputs of processes, as well as distinguishing relevant details from extraneous "red herrings."
This document contains 10 multiple choice exam questions related to project management topics:
1. The questions cover types of project management offices, characteristics of projects, distinguishing between projects and programs/portfolios, responsibilities of a project manager, interpersonal skills, portfolio management, use of earned value analysis, identifying project constraints, and improving personal skills.
2. Core topics include the differences between projects, programs and portfolios, responsibilities and skills of a project manager, and techniques for tracking project performance and identifying risks and constraints.
3. The questions are multiple choice intended to test knowledge of foundational project management concepts.
The document contains 10 exam questions related to project management. The questions cover topics such as types of project management offices, characteristics of projects and portfolios, responsibilities of a project manager, interpersonal skills, and constraints that can impact a project. The questions test understanding of core project management concepts and how they apply in different scenarios.
You're right, my previous explanation of the PERT formula was incorrect. Let me re-explain it clearly:
The PERT formula is: (Optimistic time + 4 * Most likely time + Pessimistic time) / 6
For this question:
Optimistic time = 27 - 2 = 25 weeks
Pessimistic time = 27 + 5 = 32 weeks
Most likely time = 27 weeks
Plugging into the formula:
(25 + 4 * 27 + 32) / 6
= (25 + 108 + 32) / 6
= 165 / 6
= 27.5 weeks
Thank you for catching my mistake! I appreciate the feedback to improve my understanding.
1. The document contains 15 multiple choice questions about procurement management processes and contract types.
2. Key questions cover topics like make-or-buy analysis, source selection criteria, contract change control, audits during procurement, and differences between fixed price, cost plus, and time and materials contracts.
3. The answers provided explain the correct responses and often include additional context to clarify the concepts being tested.
The document contains 10 exam questions testing knowledge of project management concepts including process groups, stakeholders, knowledge areas, organizational structures, and relationships between project phases. The questions cover topics such as identifying the executing process group, distinguishing stakeholders from non-stakeholders, applying appropriate knowledge areas to resolve issues, and recognizing characteristics of different organizational structures.
This document contains 9 multiple choice exam questions about project management concepts. The questions cover topics such as project constraints, stakeholder management, operational vs project work, organizational structures, and where to find key project information. The questions are followed by the answers to each multiple choice question.
1. The document contains 20 multiple choice questions about human resource management concepts for project teams. The questions cover topics like RACI matrices, power types, conflict resolution techniques, project team development processes, motivation theories, and more.
2. Sample questions include identifying the components of a RACI matrix, determining which conflict resolution technique a project manager used in a scenario, and recognizing which project process is used to create a resource histogram.
3. The answers provided explain the reasoning behind each multiple choice selection, often comparing and contrasting the options to emphasize the key differences between similar concepts.
This document contains exam questions related to scope management. Specifically, it tests knowledge of key scope management terms like the work breakdown structure (WBS), scope baseline, and processes like define scope, collect requirements, and control scope. It also covers tools used in scope management like the scope management plan, scope statement, and WBS dictionary. The questions cover the purpose and outputs of various scope management processes and how to properly manage scope changes according to the defined change control process.
The document contains 20 multiple choice questions about project risk management. The questions cover topics such as risk response strategies, risk analysis techniques, expected monetary value calculations, and differences between risk management terms. Sample questions assess understanding of how to apply risk management processes like identifying risks, performing qualitative analysis, and monitoring the risk register.
1. You've received a change request, which means the change needs to be approved before it can be implemented through the integrated change control process.
2. The project management plan is not an input to developing the project charter, as the charter is created before the plan.
3. The output of direct and manage execution is deliverables - the products, services or results of the project work.
This document contains exam questions about project management concepts such as constraints, organizational structures, and key project documents. It also provides answers to the exam questions.
This document contains a sample final test with multiple choice questions covering key project management concepts and processes. The test covers topics like project planning, risk management, scheduling, cost estimating, quality management, and more. It contains 37 multiple choice questions to assess understanding of important PM principles and best practices.
This document contains a full-length mock test with 23 multiple choice questions related to project management concepts from the PMBOK Guide 5th edition. For each question, there is one correct answer choice provided. The test covers topics such as project closing, risk management, procurement management, stakeholder engagement, and organizational structures. The purpose of the test is to evaluate understanding of key project management processes and terminology.
The document contains 10 exam questions related to project management. The questions cover topics such as project management office types, project characteristics, portfolio vs program vs project, responsibilities of a project manager, interpersonal skills, portfolio management, earned value management, constraints, and personal skills. The questions test understanding of key project management concepts and principles as they may appear on the PMP certification exam.
1. The document contains 10 multiple choice exam questions about professional responsibility and ethics in project management. The questions cover topics like using copyrighted material, discrimination, following processes, accepting bribes, sharing knowledge, environmental protection, addressing inappropriate language, volunteering, and conflicts of interest.
2. The answers provided explain why each multiple choice answer is correct or incorrect based on ethical standards. The answers focus on respecting intellectual property, avoiding discrimination, following necessary processes, refusing bribes, helping others learn, considering environmental impacts, addressing unacceptable behavior, contributing to the field, and disclosing conflicts of interest.
3. Overall, the document quizzes readers on their knowledge of professional responsibility and ethics, then provides explanations
This document contains a series of questions and answers about project risk management processes and techniques:
1) It describes using decision tree analysis to evaluate options and determine which decision yields the greatest expected value when considering uncertainties.
2) Identify Risks is the process used to determine which risks may affect a project and document their characteristics.
3) Residual risks are risks that remain after risk responses have been implemented and deliberately accepted risks.
4) Contingency plans are planned in advance while workarounds are responses to unplanned risks that have occurred.
5) Establishing a contingency reserve for unplanned risks is an example of active risk acceptance.
The type of report that would be created in this situation is an exception report. An exception report only communicates variances outside of pre-determined thresholds, such as a CPI less than 0.96 or an SPI below 0.98, as specified in the question. It allows management to focus only on significant deviations from the plan rather than routine updates.
The document discusses various methods for estimating project times and costs, including top-down and bottom-up approaches. Top-down approaches include consensus methods, ratio methods, and the apportion method. Bottom-up approaches include the template method, parametric procedures applied to specific tasks, and detailed estimates for work packages. Estimates should be refined as risks and details become clearer, and contingency funds and time buffers can be added to offset uncertainty.
Taking smaller bites with PMP-Bite series - PMP Chapter 1 Part 3 (ORGANIZATIO...May Wong, PMP
I was constantly overwhelmed by the 618 pager PMBOK guide. At the beginning of each chapter - as I saw the framework for that syllabus, my palms get sweaty. I dread the upcoming few hours of pouring over the dry notes.
These are the very reasons why I've create a PMP-Bite series. A compilation of 'small-bites' focusing on the more frequently asked topics, and delivered to you in 'bite-size'.
Here's Chapter 1 - Part 2: Project Constraints
Formal project management provides advantages like higher quality, increased reliability, shorter development times, and lower costs due to better control of financial, physical, and human resources. The document discusses key project management concepts like the project life cycle, stakeholders, process groups, integration management, and agile methodologies. It also addresses topics like virtual teams, outsourcing, configuration management, and change control.
This document contains 25 exam questions testing knowledge of project management processes and terminology. The questions cover topics such as change requests, project charters, project management plans, baselines, and other key project management concepts. Answering the questions requires understanding of inputs and outputs of processes, as well as distinguishing relevant details from extraneous "red herrings."
This document contains 10 multiple choice exam questions related to project management topics:
1. The questions cover types of project management offices, characteristics of projects, distinguishing between projects and programs/portfolios, responsibilities of a project manager, interpersonal skills, portfolio management, use of earned value analysis, identifying project constraints, and improving personal skills.
2. Core topics include the differences between projects, programs and portfolios, responsibilities and skills of a project manager, and techniques for tracking project performance and identifying risks and constraints.
3. The questions are multiple choice intended to test knowledge of foundational project management concepts.
The document contains 10 exam questions related to project management. The questions cover topics such as types of project management offices, characteristics of projects and portfolios, responsibilities of a project manager, interpersonal skills, and constraints that can impact a project. The questions test understanding of core project management concepts and how they apply in different scenarios.
You're right, my previous explanation of the PERT formula was incorrect. Let me re-explain it clearly:
The PERT formula is: (Optimistic time + 4 * Most likely time + Pessimistic time) / 6
For this question:
Optimistic time = 27 - 2 = 25 weeks
Pessimistic time = 27 + 5 = 32 weeks
Most likely time = 27 weeks
Plugging into the formula:
(25 + 4 * 27 + 32) / 6
= (25 + 108 + 32) / 6
= 165 / 6
= 27.5 weeks
Thank you for catching my mistake! I appreciate the feedback to improve my understanding.
1. The document contains 15 multiple choice questions about procurement management processes and contract types.
2. Key questions cover topics like make-or-buy analysis, source selection criteria, contract change control, audits during procurement, and differences between fixed price, cost plus, and time and materials contracts.
3. The answers provided explain the correct responses and often include additional context to clarify the concepts being tested.
The document contains 10 exam questions testing knowledge of project management concepts including process groups, stakeholders, knowledge areas, organizational structures, and relationships between project phases. The questions cover topics such as identifying the executing process group, distinguishing stakeholders from non-stakeholders, applying appropriate knowledge areas to resolve issues, and recognizing characteristics of different organizational structures.
This document contains 9 multiple choice exam questions about project management concepts. The questions cover topics such as project constraints, stakeholder management, operational vs project work, organizational structures, and where to find key project information. The questions are followed by the answers to each multiple choice question.
1. The document contains 20 multiple choice questions about human resource management concepts for project teams. The questions cover topics like RACI matrices, power types, conflict resolution techniques, project team development processes, motivation theories, and more.
2. Sample questions include identifying the components of a RACI matrix, determining which conflict resolution technique a project manager used in a scenario, and recognizing which project process is used to create a resource histogram.
3. The answers provided explain the reasoning behind each multiple choice selection, often comparing and contrasting the options to emphasize the key differences between similar concepts.
This document contains exam questions related to scope management. Specifically, it tests knowledge of key scope management terms like the work breakdown structure (WBS), scope baseline, and processes like define scope, collect requirements, and control scope. It also covers tools used in scope management like the scope management plan, scope statement, and WBS dictionary. The questions cover the purpose and outputs of various scope management processes and how to properly manage scope changes according to the defined change control process.
The document contains 20 multiple choice questions about project risk management. The questions cover topics such as risk response strategies, risk analysis techniques, expected monetary value calculations, and differences between risk management terms. Sample questions assess understanding of how to apply risk management processes like identifying risks, performing qualitative analysis, and monitoring the risk register.
1. You've received a change request, which means the change needs to be approved before it can be implemented through the integrated change control process.
2. The project management plan is not an input to developing the project charter, as the charter is created before the plan.
3. The output of direct and manage execution is deliverables - the products, services or results of the project work.
This document contains exam questions about project management concepts such as constraints, organizational structures, and key project documents. It also provides answers to the exam questions.
This document contains a sample final test with multiple choice questions covering key project management concepts and processes. The test covers topics like project planning, risk management, scheduling, cost estimating, quality management, and more. It contains 37 multiple choice questions to assess understanding of important PM principles and best practices.
This document contains a full-length mock test with 23 multiple choice questions related to project management concepts from the PMBOK Guide 5th edition. For each question, there is one correct answer choice provided. The test covers topics such as project closing, risk management, procurement management, stakeholder engagement, and organizational structures. The purpose of the test is to evaluate understanding of key project management processes and terminology.
The document contains 10 exam questions related to project management. The questions cover topics such as project management office types, project characteristics, portfolio vs program vs project, responsibilities of a project manager, interpersonal skills, portfolio management, earned value management, constraints, and personal skills. The questions test understanding of key project management concepts and principles as they may appear on the PMP certification exam.
1. The document contains 10 multiple choice exam questions about professional responsibility and ethics in project management. The questions cover topics like using copyrighted material, discrimination, following processes, accepting bribes, sharing knowledge, environmental protection, addressing inappropriate language, volunteering, and conflicts of interest.
2. The answers provided explain why each multiple choice answer is correct or incorrect based on ethical standards. The answers focus on respecting intellectual property, avoiding discrimination, following necessary processes, refusing bribes, helping others learn, considering environmental impacts, addressing unacceptable behavior, contributing to the field, and disclosing conflicts of interest.
3. Overall, the document quizzes readers on their knowledge of professional responsibility and ethics, then provides explanations
This document contains a series of questions and answers about project risk management processes and techniques:
1) It describes using decision tree analysis to evaluate options and determine which decision yields the greatest expected value when considering uncertainties.
2) Identify Risks is the process used to determine which risks may affect a project and document their characteristics.
3) Residual risks are risks that remain after risk responses have been implemented and deliberately accepted risks.
4) Contingency plans are planned in advance while workarounds are responses to unplanned risks that have occurred.
5) Establishing a contingency reserve for unplanned risks is an example of active risk acceptance.
The type of report that would be created in this situation is an exception report. An exception report only communicates variances outside of pre-determined thresholds, such as a CPI less than 0.96 or an SPI below 0.98, as specified in the question. It allows management to focus only on significant deviations from the plan rather than routine updates.
The document discusses various methods for estimating project times and costs, including top-down and bottom-up approaches. Top-down approaches include consensus methods, ratio methods, and the apportion method. Bottom-up approaches include the template method, parametric procedures applied to specific tasks, and detailed estimates for work packages. Estimates should be refined as risks and details become clearer, and contingency funds and time buffers can be added to offset uncertainty.
Taking smaller bites with PMP-Bite series - PMP Chapter 1 Part 3 (ORGANIZATIO...May Wong, PMP
I was constantly overwhelmed by the 618 pager PMBOK guide. At the beginning of each chapter - as I saw the framework for that syllabus, my palms get sweaty. I dread the upcoming few hours of pouring over the dry notes.
These are the very reasons why I've create a PMP-Bite series. A compilation of 'small-bites' focusing on the more frequently asked topics, and delivered to you in 'bite-size'.
Here's Chapter 1 - Part 2: Project Constraints
Formal project management provides advantages like higher quality, increased reliability, shorter development times, and lower costs due to better control of financial, physical, and human resources. The document discusses key project management concepts like the project life cycle, stakeholders, process groups, integration management, and agile methodologies. It also addresses topics like virtual teams, outsourcing, configuration management, and change control.
Chapter 2 Questionsand Answers1. There is a difference between t.docxwalterl4
Chapter 2 Questionsand Answers
1. There is a difference between the project, the project life cycle, the project schedule, and the overall project objective. At the core of these terms is the project life cycle. The project life cycle comprises which of the following?
A. Phases
B. Milestones
C. Estimates
D. Activities
A. The project life cycle is comprised of phases. B is incorrect because milestones may exist within the project plan but they do not constitute the project life cycle. C is wrong because estimates are not directly related to the project life cycle. D is incorrect because activities are performed within the phases of the project life cycle, but not the project life cycle itself.
2. Marci Koening, the project manager for the ERP Project, is about to complete the project phase review. The completion of a project phase is also known as which of the following?
A. Lessons learned
B. The kill point
C. Earned value management
D. Conditional advancement
B. The completion of a project phase may also be known as a kill point. Lessons learned is a collection of information and knowledge gained through an experience, typically a phase, within the project, so A is wrong. Earned value management can happen at different times throughout the project, not just at the end of a project phase; therefore, C is wrong. D, conditional advancement, is a term that describes the conditions that must be present for the work to continue on a project. Conditional advancement, however, does not have to happen only at the end of a project phase.
3. You are the project manager of the GHY Project for your organization. You have been tasked with creating a new software for your website which must also be available to mobile users. There are several deliverables that must be documented for this project. Which of the following best describes a project deliverable?
A. The resources used by the project to complete the necessary work
B. The resources exported from the project as a result of the project work
C. The end result of a project planning session
D. A verifiable, measurable work product
D. A deliverable is something that can be verified and measured. A defines the resources in order to create the deliverable. B is an inaccurate statement. C defines how the work and resources will be utilized to create the project deliverable, not the deliverable itself.
4. As the project manager, you must work with your project team to identify the project and the project phases within the project schedule. This identification helps to communicate expectations and outcomes of the project work. The compilation of all the phases within a project equates to the ____________________.
A. Project life cycle
B. Product life cycle
C. Project completion
D. Project processes
A. The project life cycle comprises all of the project phases within a project. B is incorrect because the product life cycle describes how long a product will be in use after it is created. C and D.
This document contains 9 multiple choice exam questions about project management concepts like constraints, operational work, stakeholder management, and organizational structures. The questions test understanding of topics like the four main project constraints, handling stakeholder concerns, identifying impacted people, and determining where information like related project groupings can be found. Organizational structures assessed include functional, weak matrix, strong matrix, and projectized.
Session 8 Everything You Should Know About PMP & CAPM CertificationsSeshne Govender
This series will help Project Management Professionals to learn more about the scope of the certifications and shed more light on the intricacies surrounding the PMP® and CAPM® certifications.
Learn more about PMP® and CAPM® and the positive impact they may have on your professional career. Both PMP® and CAPM® from PMI could help you achieve that elusive promotion or get you that golden ticket to joining your dream organization.
Registration Link: https://bit.ly/42iE5rJ
Question 11. A term for continuous improvement in an organizat.docxmakdul
Question 1
1. A term for continuous improvement in an organization is?
Total Quality Management.
Kaizen.
Empowerment.
Honne.
5 points
Question 2
1. When a group of workers who meet on a regular basis to discuss ways of improving the quality of work, it is called:
All hands meeting.
Division meeting.
Quality control circle.
Board of Directors.
5 points
Question 3
1. There has been an emergence of new beliefs about quality, quality is everyone's job, not just a special department and training in quality ___________.
Saves money.
Is very costly.
Is unnecessary for any employees.
Is too special for most employees to be trained.
5 points
Question 4
1. The term for doing the right thing according to the societal norm is called?
The Status Quo.
Political correctness.
Social Politics.
Tatemae.
5 points
Question 5
1. The process of evaluating results in relation to plans or objectives and deciding what action, if any to take is __________ and it is combined with __________?
Global strategy and quality.
Control and quality.
Controlling and decision making.
Decision making and quality.
5 points
Question 6
1. Ways to recognize a neutral culture from an affective culture include all but which one of the following items?
Physical contact, gesturing, and/or strong facial expressions are not used.
Emotions are dammed up, although occasional explosions occur.
Do not reveal what they are thinking or feeling.
People express goodwill and respond warmly to all comments and ideas.
5 points
Question 7
1. The process of influencing people to direct their efforts toward the achievement of some particular goal or goals, is called?
Leadership.
Management.
Charismatic.
Socially responsible management.
5 points
Question 8
1. Efficiency in operations results from arranging conditions of work in such a way that human elements interface to a minimum degree is considered what on the Managerial Grid?
High Concern for people and relationships; Low concern for production and task.
Low Concern for people and relationships; High concern for production and task.
High Concern for people and relationships; High concern for production and task.
Low Concern for people and relationships; Low concern for production and task.
5 points
Question 9
1. Transformational leaders that can get their followers to question old paradigms and to accept new views of the world and how things should be done now and for the future are known as?
Idealized influential leaders;
Inspirational motivational leaders;
Intellectually stimulating leaders;
Idealized Influential leaders.
5 points
Question 10
1. Different countries have different managerial beliefs about work different than the U.S. When thinking about Russian managerial beliefs about work with regard to Marxist related beliefs, free enterprise has been embraced by some, but not all because?
A person can learn better on the job in a traditional facto ...
1.A cumulative effort curve for a project generally has an S-shap.docxjackiewalcutt
1. A cumulative effort curve for a project generally has an S-shape because of:
Answer :
a. The large financial costs associated with ending a project
b. Various hurdles that prevent progress when beginning a project
c. Team member burnout
d. Higher resource utilization during the middle of a project
2. A manager getting further into a project and obtaining a better understanding of what needs to be done to accomplish a project is an example of:
Answer
a. Hidden interaction costs
b. Things going wrong on a project
c. Normal conditions not applying
d. Changes in project scope
e. None of these are correct
3. A project team has been assigned to research and develop a new product to compete with its competitor’s latest product launch. The product is needed quickly because the company is losing market share. The team consists of 6 members, located throughout the country. Each one has a role in sales, marketing, manufacturing, or engineering, and will be performing this project in addition to his or her full-time position. Which of the following project team considerations is most likely to pose a threat to achieving success?
Answer
a. Not enough time available for the team members.
b. Not the correct team size.
c. Poor team member representation that does not include a diverse set of stakeholders.
d. Inadequate knowledge and technical skills of the team members.
4. All of the following are usually included in a work package except
Answer
a. What will be done?
b. The time needed to complete the work.
c. A single person who is responsible for its completion.
d. All the costs for the work package.
e. All of these are included in a work package.
5. An advantage of factor rating for project selection is that it:
Answer
a. Involves no arithmetic calculations
b. Allows for comparisons on several weighted criteria
c. Offers objective measures that eliminate human bias
d. Is focused solely on financial outcomes
6. An organization that allows functions to exist on the vertical dimension of the organizational chart, with projects running on the horizontal dimension is described as a:
Answer
a. Matrix organization
b. Projectized organization structure
c. Functional organization
d. Networked organization
7. After a team of software development engineers completed the requirements phase for a major new system, members learned the client no longer needed several of the features initially requested. Which of the following project management models would help avoid this kind of communication challenge?
Answer
a. Silo approach
b. Economic approach
c. Waterfall approach
d. Concurrent approach
8. Companies like Boeing, Kodak, and IBM are using which of the following for improving the estimating process?
Answer
a. Adjusting estimates based on individual forecasting abilities
b. Benchmarking using the experience of other companies
c. Using time and motion studies
d. Creating historical databases o ...
This document contains 20 multiple choice questions related to project scope management. The questions cover topics such as inputs and outputs of scope management processes, tools and techniques used in scope planning and control, and differences between scope documentation in waterfall and agile project approaches. Correct answers are provided for each question.
This document provides a summary of a project plan to build a pandemic center. It outlines the need for the center due to rising COVID-19 cases. The plan is to divide the work into three segments and follow an agile methodology. Key elements that are discussed at a high level include the project scope, a plan of action, descriptions of project planning and execution stages, and contingencies. The overall goal is to deliver the necessary IT infrastructure for the center on time and on budget to address the urgent health needs of the community.
This document discusses key project management concepts:
1. It defines a project as a sequence of unique and connected activities that must be completed by a specific time, budget, and scope to achieve a goal.
2. It outlines the typical constraints or parameters of projects - scope, quality, time, cost, and resources. Scope refers to what work is and isn't included. Quality is the agreed level of outcomes. Time and cost are the estimated durations and budgets. Resources include people, equipment, and facilities.
3. It then discusses the purpose and components of a Project Statement (POS), which communicates the scope and rationale of a project. The POS includes the problem/opportunity, project goal,
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The document provides an overview of project management concepts across four modules:
[1] It defines key terms like projects, project management, and project managers. Project management involves planning, organizing, and managing resources to complete a project on time and on budget.
[2] It discusses the Project Management Institute (PMI) and its Project Management Body of Knowledge (PMBOK), which outlines best practices. The PMBOK describes five process groups and ten knowledge areas crucial to project management.
[3] It explains the "triple constraint" of balancing a project's scope, schedule, and budget. During planning, the project team defines objectives for these and quality.
[4] The first phase
The document provides an overview of project management concepts across four modules:
Module One introduces the concept that project management principles can be applied to projects of any size.
Module Two defines key terms like projects, project management, and project managers. It discusses the Project Management Institute's (PMI) Project Management Body of Knowledge (PMBOK) framework.
Module Three explores the PMBOK further, outlining its five process groups and ten knowledge areas, and how the "triple constraint" of scope, time and cost must be balanced.
Module Four focuses on project initiation, including identifying stakeholders, assessing needs vs wants, and setting SMART goals and project requirements.
Project Management
ECE 326 Exam 2
Description: Exam 2 questions for Ece 326
1. 1.Project successor failure often depends upon the contributions of all of the following except: a. Customers b. Suppliers c. Contractors d. Competitors e. Top management D. Competitors
2. 2.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. All of these are part of leadership C. Change
3. 3.In conducting meetings an effective project manager will take the role of a: a. Parliamentarian b. Master of ceremonies c. Conductor d. Cattle herder e. Teacher C. Conductor
4. 4.Groups 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. Administrative support
5. 5.The old-fashion view of managing projects emphasized which of the following? a. Planning b. Directing c. Controlling d. Both B and C are correct e. A, B, and C are all correct D. Both B and C are correct
6. 6.The new perspective of project management emphasizes which ofthe following? a. Financial control b. Managing project stakeholders c. Schedule/cost tradeoffs d. Both A and B are correct e. A, B, and C are all correct B. Managing project stakeholders
3.
7. 7.In terms of commonly traded organizational currencies, vision, excellence, and ethical correctness are part of ______ related currencies. a. Task b. Position c. Inspiration d. Relationship e. Personal C. Inspiration
8. In terms of commonly traded organizational currencies, resources, assistance, cooperation, and information are part of ______ related currencies. a. Task b. Position c. Inspiration d. Relationship e. Personal A. Task
9. In terms of commonly traded organizational currencies, acceptance, personal support, and understanding are part of _______ related currencies. a. Task b. Position c. Inspiration d. Relationship e. Personal D. Relationship
10.In terms of commonly traded organizational currencies, advancement, recognition, visibility, and networks are part of ______ related currencies. a. Task
b. Position c. Inspiration d. Relationship e. Personal B. Position
11. In terms of commonly traded organizational currencies, learning, ownership, and gratitude are part of ______ related currencies. a. Task
b. Position c. Inspiration d. Relationship e. Personal E. Personal
12. 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. Power
13. 13. 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. Pessimist
14. Unlike project leadership, project management is about coping with: a. Change b. Aligning people to any new directions c. ...
Taking smaller bites with PMP-Bite series - PMP Chapter 1 (the 4Ps)May Wong, PMP
I was constantly overwhelmed by the 618 pager PMBOK guide. At the beginning of each chapter - as I saw the framework for that syllabus, my palms get sweaty. I dread the upcoming few hours of pouring over the dry notes.
These are the very reasons why I've create a PMP-Bite series. A compilation of 'small-bites' focusing on the more frequently asked topics, and delivered to you in 'bite-size'.
Here's Chapter 1 - the 4Ps!
Here are the key activities in Step 1.1 of defining the right kind of PMO:
1. Review Info-Tech's framework of PMO types to understand the different options and how they align with organizational needs. This provides a common language and understanding of what a PMO could look like.
2. Conduct interviews and workshops to understand stakeholders' perceptions of the current PMO and identify any gaps or duplication of efforts. This ensures the PMO will fill real needs.
3. Map out who is currently responsible for key functions like project management, portfolio management, resource management etc. This identifies what is and isn't being addressed.
4. Analyze the organization's strategic objectives and initiatives to understand what needs
Visual project management simplifying project execution to deliver on time an...ssuser52fa40
This document discusses why projects are often late and over budget, despite best efforts. It finds that while training improves control factors like scope and quality, there is an inverse relationship between training and schedule/budget performance. This is because training focuses on planning and control, not execution. Execution accounts for under 5% of the Project Management Body of Knowledge (PMBOK) guide content. The document argues successful project execution is an art, not a science, and that improving execution can boost financial returns by 65% for "best executors." Focusing on on-time and on-budget performance yields more financial gains than other initiatives.
POM 3 JUNE 2022 PROJECT MANAGEMENT QUESTION.pdfAlison Tutors
This document has questions on Project management asked in the paper 3 June 2022
The paper tested on the following concepts :
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Similar to Project Management Professional (PMP) | Lesson 02 | Project Management Framework (20)
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A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
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How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
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This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
1. Lean Six Sigma Green
Belt Certification
Design for Six Sigma
Project Management Professional(PMP)
Methodologies
2. Lesson
Design for Six Sigma
Project Management Professional (PMP)
Methodologies
02
PROJECT MANAGEMENT FRAMEWORK
Quiz
3. QUIZ 1
Understanding the culture, policies, and procedures of the organization in
which the project is being performed is MOST challenging in:
a. Global organizations.
b. Manufacturing organizations.
c. Small organizations.
d. Agile organizations.
4. QUIZ 1
Understanding the culture, policies, and procedures of the organization in
which the project is being performed is MOST challenging in:
a. Global organizations.
b. Manufacturing organizations.
c. Small organizations.
d. Agile organizations.
The correct answer is a.
Explanation: Understanding the culture, policies, and procedures of the
organization in which the project is being performed is especially challenging
in global organizations. Culture, policies, and procedures in the performing
office may be different from those of the office from which the project is
managed, and may also vary between international offices of the same
organization. This will influence how the project is managed.
5. QUIZ 2
In a projectized organization, the project team:
a. Reports to many bosses.
b. Has no loyalty to the project.
c. Reports to the functional manager.
d. Will not always have a “home”.
6. QUIZ 2
In a projectized organization, the project team:
a. Reports to many bosses.
b. Has no loyalty to the project.
c. Reports to the functional manager.
d. Will not always have a “home”.
The correct answer is d.
Explanation: The main drawback of a projectized organization is that at the
end of the project when the team is dispersed, they do not have a functional
department (“home”) to which to return.
7. QUIZ 3
A project manager is trying to complete a software development project, but
cannot get enough attention for the project. Resources are focused on
completing process-related work, and the project manager has little authority
resources. What form of organization must the project manager be working in?
a. Functional
b. Matrix
c. Expediter
d. Coordinator
8. QUIZ 3
A project manager is trying to complete a software development project, but
cannot get enough attention for the project. Resources are focused on
completing process-related work, and the project manager has little authority
resources. What form of organization must the project manager be working in?
a. Functional
b. Matrix
c. Expediter
d. Coordinator
The correct answer is a.
Explanation: In a functional organization, the project manager has the least
support for the project and has little authority to assign resources. Project
expediter and project coordinator are roles in a weak matrix organization.
9. QUIZ 4
A project manager has very little project experience, but he has been assigned
as the project manager of a new project. Because he will be working in a
matrix organization to complete his project, he can expect communications to
be:
a. Simple.
b. Open and accurate.
c. Complex.
d. Hard to automate.
10. QUIZ 4
A project manager has very little project experience, but he has been assigned
as the project manager of a new project. Because he will be working in a
matrix organization to complete his project, he can expect communications to
be:
a. Simple.
b. Open and accurate.
c. Complex.
d. Hard to automate.
The correct answer is c.
Explanation: Because a project done in a matrix organization involves people
from across the organization, communications are more complex.
11. QUIZ 5
A project team member is talking to another team member and complaining that
many people are asking him to do things. If he works in a functional
organization, who has the power to give direction to the team member?
a. The project manager
b. The functional manager
c. The team
d. The PMO
12. QUIZ 5
A project team member is talking to another team member and complaining that
many people are asking him to do things. If he works in a functional
organization, who has the power to give direction to the team member?
a. The project manager
b. The functional manager
c. The team
d. The PMO
The correct answer is b.
Explanation: In a functional organization, the functional manager is the team
member’s boss and probably also the project manager’s boss.
13. QUIZ 6
Two project managers have just realized that they are in a weak matrix
organization and that their power as project managers is quite limited. One
figures out that he is really a project expediter, and the other realizes he
is really a project coordinator.
How is a project expediter different from a project coordinator?
a. The project expediter cannot make decisions.
b. The project expediter can make more decisions.
c. The project expediter reports to a higher-level manager.
d. The project expediter has some authority.
14. QUIZ 6
Two project managers have just realized that they are in a weak matrix
organization and that their power as project managers is quite limited. One
figures out that he is really a project expediter, and the other realizes he
is really a project coordinator.
How is a project expediter different from a project coordinator?
a. The project expediter cannot make decisions.
b. The project expediter can make more decisions.
c. The project expediter reports to a higher-level manager.
d. The project expediter has some authority.
The correct answer is a.
Explanation: The project coordinator reports to a higher-level manager and has
authority to make some decisions. The project expediter has no authority to
make decisions.
15. QUIZ 7
Who has the MOST power in a projectized organization?
a. The project manager
b. The functional manager
c. The team
d. They all share power
16. QUIZ 7
Who has the MOST power in a projectized organization?
a. The project manager
b. The functional manager
c. The team
d. They all share power
The correct answer is a.
Explanation: In a projectized organization, the entire company is organized by
projects, giving the project manager the most power.
17. QUIZ 8
All of the following are characteristics of a project EXCEPT:
a. It is temporary.
b. It has a definite beginning and end.
c. It has interrelated activities.
d. It repeats itself every month.
18. QUIZ 8
All of the following are characteristics of a project EXCEPT:
a. It is temporary.
b. It has a definite beginning and end.
c. It has interrelated activities.
d. It repeats itself every month.
The correct answer is d.
Explanation: “It repeats itself every month” implies that the whole project
repeats every month. Generally, the only things that might repeat in a project
are some activities. The whole project does not repeat.
19. QUIZ 9
A framework for keeping an organization focused on its overall strategy is:
a. Organizational project management.
b. The PMBOK® Guide.
c. Project governance.
d. Portfolio management.
20. QUIZ 9
A framework for keeping an organization focused on its overall strategy is:
a. Organizational project management.
b. The PMBOK® Guide.
c. Project governance.
d. Portfolio management.
The correct answer is a.
Explanation: Organizational project management (OPM) provides a framework and
direction for how projects, programs, portfolios, and organizational work
should be done to meet the organization's strategic goals.
21. QUIZ 10
Which of the following BEST describes the major constraints on a project?
a. Scope, number of resources, and cost
b. Scope, cost, and time
c. Scope, time, cost, quality, risk, resources, and customer
satisfaction
d. Time, cost, and number of changes
22. QUIZ 10
Which of the following BEST describes the major constraints on a project?
a. Scope, number of resources, and cost
b. Scope, cost, and time
c. Scope, time, cost, quality, risk, resources, and customer
satisfaction
d. Time, cost, and number of changes
The correct answer is c.
Explanation: “Scope, time, cost, quality, risk, resources, and customer
satisfaction” is the most accurate list of constraints, or competing demands,
that a project manager must deal with.
23. QUIZ 11
If a project manager is concerned with gathering, integrating, and
disseminating the outputs of all project management processes, she should
concentrate on improving the:
a. Work breakdown structure (WBS).
b. Communications management plan.
c. Project management information system (PMIS).
d. Scope management plan.
24. QUIZ 11
If a project manager is concerned with gathering, integrating, and
disseminating the outputs of all project management processes, she should
concentrate on improving the:
a. Work breakdown structure (WBS).
b. Communications management plan.
c. Project management information system (PMIS).
d. Scope management plan.
The correct answer is c.
Explanation: The scope management plan and the WBS focus on project scope. The
communications management plan address who will be communicated with, when,
and in what format. The only choice that address gathering, integration, and
disseminating information is the PMIS.
25. QUIZ 12
A project manager is managing his second project. It started one month after the first,
and both are in process. Through his first project is small, this one seems to be growing
in size every day. As each day passes, the project manager is beginning to feel more and
more in need of help. The project manager has recently heard that there was another
project in the company last year that is similar to his second project. What should he do?
a. Contact the other project manager and ask for assistance.
b. Obtain historical records and guidance from the project management office
(PMO).
c. Wait to see if the project is impacted by the growth in scope.
d. Make sure the scope of the project is agreed to by all the stakeholders.
26. QUIZ 12
A project manager is managing his second project. It started one month after the first,
and both are in process. Through his first project is small, this one seems to be growing
in size every day. As each day passes, the project manager is beginning to feel more and
more in need of help. The project manager has recently heard that there was another
project in the company last year that is similar to his second project. What should he do?
a. Contact the other project manager and ask for assistance.
b. Obtain historical records and guidance from the project management office
(PMO).
c. Wait to see if the project is impacted by the growth in scope.
d. Make sure the scope of the project is agreed to by all the stakeholders.
The correct answer is b.
Explanation: There are many things the project manager could do. Asking the other project
manager for assistance is not the best choice, as the other project manager might not be
an experienced mentor. His advice might not be adequate to help this project manager.
Waiting to assess the impact on the project is reactive; a project manager should be
proactive. Gaining agreement of all the stakeholders on the project scope is also not the
best choice. It would be helpful, but does not specifically address the issue in this
situation. By contacting the PMO, the project manager can access the knowledge of many
project managers, historical information from many projects, and the assistance of someone
whose job it is to help.
27. QUIZ 13
The project life cycle differs from the project management process in that the
project management process:
a. Is the same for every project.
b. Does not incorporate a methodology.
c. Is different for each industry.
d. Can spawn many projects.
28. QUIZ 13
The project life cycle differs from the project management process in that the
project management process:
a. Is the same for every project.
b. Does not incorporate a methodology.
c. Is different for each industry.
d. Can spawn many projects.
The correct answer is a.
Explanation: The project management process ALWAYS includes the work of
initiating, planning, executing, monitoring and controlling, and closing a
project. This methodology is the same for projects within any industry. The
work of these groups may be repeated (iterated).
29. QUIZ 14
To obtain support for the project throughout the performing organization, it’s
BEST if the project manager:
a. Ensures there is a communications management plan.
b. Correlates the need for the project to the organization’s strategic
plan.
c. Connects the project to the personal objectives of the sponsor.
d. Ensures that the management plan includes the management of team
members.
30. QUIZ 14
To obtain support for the project throughout the performing organization, it’s
BEST if the project manager:
a. Ensures there is a communications management plan.
b. Correlates the need for the project to the organization’s strategic
plan.
c. Connects the project to the personal objectives of the sponsor.
d. Ensures that the management plan includes the management of team
members.
The correct answer is b.
Explanation: Connecting the project to the sponsor’s objectives might be a
good idea, but it does not address the issue of obtaining support throughout
the performing organization. Neither a communications management plan nor an
overall management plan directly address obtaining support for the project.
Correlating the need for the project to the organization's strategic plan is
the best way to gain support for the project.
31. QUIZ 15
Your management has decided that all orders will be treated as “projects” and
the project managers will be used to update orders daily, to resolve issues,
and to ensure the customer formally accepts the product within 30 days of
completion. Revenue from the individual orders can vary from US $100 to US
$150,000. The project manager will not be required to perform planning or
provide documentation other than daily status. How would you define this
situations?
a. Because each individual order is a “temporary endeavor”,”each order
is a project.
b. This is program management since there are multiple projects
involved.
c. This is a recurring process.
d. Orders incurring revenue over $100,00 would be considered projects
and would involve project management.
32. QUIZ 15
Your management has decided that all orders will be treated as “projects” and
the project managers will be used to update orders daily, to resolve issues,
and to ensure the customer formally accepts the product within 30 days of
completion. Revenue from the individual orders can vary from US $100 to US
$150,000. The project manager will not be required to perform planning or
provide documentation other than daily status. How would you define this
situations?
a. Because each individual order is a “temporary endeavor”,”each order
is a project.
b. This is program management since there are multiple projects
involved.
c. This is a recurring process.
d. Orders incurring revenue over $100,00 would be considered projects
and would involve project management.
The correct answer is c.
Explanation: Because orders are numerous and of short duration, this situation
is a recurring process, not a project.
33. QUIZ 16
The previous project manager for your project managed it without much project
organization. There is a lack of management control and no clearly defined
project deliverables. Which of the following would be the BEST choice for
getting your project better organized?
a. Adopt a life cycle approach to the project.
b. Develop lessons learned for each phase.
c. Develop specific work plans for each work package.
d. Develop a description of the product of the project.
34. QUIZ 16
The previous project manager for your project managed it without much project
organization. There is a lack of management control and no clearly defined
project deliverables. Which of the following would be the BEST choice for
getting your project better organized?
a. Adopt a life cycle approach to the project.
b. Develop lessons learned for each phase.
c. Develop specific work plans for each work package.
d. Develop a description of the product of the project.
The correct answer is a.
Explanation: Developing lessons learned would help improve subsequent phases,
but would do nothing for control or deliverables. Having plans for each work
package would help control each phase, but would not control the interaction
of those phases into a cohesive whole. A description of the product of the
project would help, but that would not improve both control and deliverables
for each phase, Effective project management requires a life cycle approach to
running the project. Adopting a life cycle approach is the only answer that
covers both control and deliverables.
35. QUIZ 17
A project team is working on manufacturing a new product, but they are having
difficulty creating a project charter. What is the BEST description of the
real problem?
a. They have not identified the project objectives.
b. They are working on a process and not a project.
c. The end date has not been set.
d. They have not identified the product of the projects.
36. QUIZ 17
A project team is working on manufacturing a new product, but they are having
difficulty creating a project charter. What is the BEST description of the
real problem?
a. They have not identified the project objectives.
b. They are working on a process and not a project.
c. The end date has not been set.
d. They have not identified the product of the projects.
The correct answer is b.
Explanation: Manufacturing a product is an ongoing process; it is operational
work, not project work. Therefore, the manufacturing team would have no reason
to create a project charter and would have difficulty doing so if they tried,
because of the ongoing nature of the work. If the question referred to a team
developing a new product, however, that would qualify as a project.
37. QUIZ 18
One of your team members informs you that he does not know which of the many
projects he is working on is the most important. Who should determine the
priorities between projects in a company?
a. The project manager
b. The project management team
c. The project management office (PMO)
d. The team
38. QUIZ 18
One of your team members informs you that he does not know which of the many
projects he is working on is the most important. Who should determine the
priorities between projects in a company?
a. The project manager
b. The project management team
c. The project management office (PMO)
d. The team
The correct answer is c.
Explanation: Because the question talks about priorities between projects,
this cannot be the role of the project manager, the project management team,
or the project team. Determining priorities between projects is a role of the
PMO.
39. QUIZ 19
The difference between a project, program, and portfolio is:
a. A project is a temporary endeavor with a beginning and an end, a
program may include other nonproject work, and a portfolio is all
the projects in a given department or division.
b. A project is a lengthy endeavor with a beginning and an end, a
program combines two or more unrelated projects, and a portfolio
combines two or more programs.
c. A project is a temporary endeavor with a beginning and an end, a
program is a group of related projects, and a portfolio is a group
of projects and programs related to a specific strategic objective.
d. A project is a contracted endeavor with a beginning and end, a
portfolio is a group of projects with more open-ended completion
dates, and a program combines two or more portfolios.
40. QUIZ 19
The difference between a project, program, and portfolio is:
a. A project is a temporary endeavor with a beginning and an end, a
program may include other nonproject work, and a portfolio is all
the projects in a given department or division.
b. A project is a lengthy endeavor with a beginning and an end, a
program combines two or more unrelated projects, and a portfolio
combines two or more programs.
c. A project is a temporary endeavor with a beginning and an end, a
program is a group of related projects, and a portfolio is a group
of projects and programs related to a specific strategic objective.
d. A project is a contracted endeavor with a beginning and end, a
portfolio is a group of projects with more open-ended completion
dates, and a program combines two or more portfolios.
The correct answer is c.
Explanation: A project is a temporary endeavor with a beginning and an end, a
program is a group of related projects, and a portfolio is a group of projects
and programs related to a specific strategic objective. Remember to use the
process of elimination, ruling out any answer that is not completely correct.
41. QUIZ 20
Operational work is different from project work in that operational work is:
a. Unique.
b. Temporary.
c. Ongoing and repetitive.
d. A part of every project activity.
42. QUIZ 20
Operational work is different from project work in that operational work is:
a. Unique.
b. Temporary.
c. Ongoing and repetitive.
d. A part of every project activity.
The correct answer is c.
Explanation: Operational work is that which is ongoing to sustain an
organization.
43. QUIZ 21
Company procedures require the creation of a lessons learned document. Which
of the following is the BEST use of lessons learned?
a. Historical records for future projects
b. Planning record for the current project
c. Informing the team about what the project manager has done
d. Informing the team about the project management plan
44. QUIZ 21
Company procedures require the creation of a lessons learned document. Which
of the following is the BEST use of lessons learned?
a. Historical records for future projects
b. Planning record for the current project
c. Informing the team about what the project manager has done
d. Informing the team about the project management plan
The correct answer is a.
Explanation: Notice that this question asks about the use of a tool of
projects management. Many people can learn from a book what a lessons learned
document is, but questions like this can more readily be answered if you
actually use the tool and know from experience its value. Ask yourself about
the other tools of project management. Why are they beneficial? The BEST use
of lessons learned is as historical records for future projects. There are
other tools that are better for accomplishing the things listed in the other
choices.
45. QUIZ 22
Lessons learned are BEST completed by:
a. The project manager.
b. The team.
c. The sponsor.
d. The stakeholders.
46. QUIZ 22
Lessons learned are BEST completed by:
a. The project manager.
b. The team.
c. The sponsor.
d. The stakeholders.
The correct answer is d.
Explanation: The best answer is stakeholders, as their input is critical for
collecting all the lessons learned on each project. The term “stakeholders”
includes all the other groups.
47. QUIZ 23
Consideration of ongoing operations and maintenance is crucially important to
products of projects. Ongoing operations and maintenance should:
a. Be included as activities to be performed during project closure.
b. Have a separate phase in the project life cycle, because a large
portion of life cycle costs is devoted to maintenance and
operations.
c. Not be viewed as part of a project.
d. Be viewed as a separate project.
48. QUIZ 23
Consideration of ongoing operations and maintenance is crucially important to
products of projects. Ongoing operations and maintenance should:
a. Be included as activities to be performed during project closure.
b. Have a separate phase in the project life cycle, because a large
portion of life cycle costs is devoted to maintenance and
operations.
c. Not be viewed as part of a project.
d. Be viewed as a separate project.
The correct answer is c.
Explanation: Remember the definition of a project: temporary and unique.
Operations and maintenance are considered ongoing activities, not temporary.
Therefore, such work is not considered a project or part of a project.
49. QUIZ 24
What is program?
a. An initiative set up by management
b. A means to gain benefits and control of related projects.
c. A group of unrelated projects managed in a coordinated way
d. A government regulation
50. QUIZ 24
What is program?
a. An initiative set up by management
b. A means to gain benefits and control of related projects.
c. A group of unrelated projects managed in a coordinated way
d. A government regulation
The correct answer is b.
Explanation: Did you select “a group of unrelated projects managed in a
coordinated way”? If so, you missed the word “unrelated.” Programs are groups of
related projects.
51. QUIZ 25
A company is making an effort to improve its project performance and create
historical records of past projects. What is the BEST to accomplish this?
a. Create project management plans.
b. Create lessons learned.
c. Create network diagrams.
d. Create status reports.
52. QUIZ 25
A company is making an effort to improve its project performance and create
historical records of past projects. What is the BEST to accomplish this?
a. Create project management plans.
b. Create lessons learned.
c. Create network diagrams.
d. Create status reports.
The correct answer is b.
Explanation: Lessons learned help to avoid future pitfalls and use the good
ideas of past projects. This leads to improvements in future projects.
53. QUIZ 26
A project manager is working on a project to construct a new bridge. The
resources report to the functional manager and are mainly occupied with
operational work. The project manager has no authority to properly assign
resources. What type of organizational structure is the project manager in?
a. Functional
b. Projectized
c. Strong Matrix
d. Weak Matrix
54. QUIZ 26
A project manager is working on a project to construct a new bridge. The
resources report to the functional manager and are mainly occupied with
operational work. The project manager has no authority to properly assign
resources. What type of organizational structure is the project manager in?
a. Functional
b. Projectized
c. Strong Matrix
d. Weak Matrix
The correct answer is a.
Explanation: In a functional organization, team members are more concerned
with their daily functional activities than with the project activities.
55. QUIZ 27
Which of the following is not a characteristic of a project?
a. Repeats every week
b. Temporary
c. Definite beginning and end
d. Interrelated activities
56. QUIZ 27
Which of the following is not a characteristic of a project?
a. Repeats every week
b. Temporary
c. Definite beginning and end
d. Interrelated activities
The correct answer is a.
Explanation: Characteristic of a project is based on the project definition.
Except for choice a, everything else is part of the project definition itself.
57. QUIZ 28
As a project manager, you have started a new project. Several stakeholders
raise concerns about the quality of the new project management software being
used and the way project changes would be logged. As a project manager what
should you do?
a. Provide training material on the new project management software.
b. Inform the project management office about the stakeholders’
concerns.
c. Conduct an informal training session.
d. Assure the stakeholders that you will keep them engaged in the
project and
e. that the new software will in no way negatively impact them.
58. QUIZ 28
As a project manager, you have started a new project. Several stakeholders
raise concerns about the quality of the new project management software being
used and the way project changes would be logged. As a project manager what
should you do?
a. Provide training material on the new project management software.
b. Inform the project management office about the stakeholders’
concerns.
c. Conduct an informal training session.
d. Assure the stakeholders that you will keep them engaged in the
project and
e. that the new software will in no way negatively impact them.
The correct answer is b.
Explanation: Although all the options look correct, informing the PMO is the
best choice. The PMO controls the project management procedures and tools. PMI
would like to believe that a mature organization would have a dedicated PMO
and deferring to the PMO for this would be the right option.
59. QUIZ 29
Who does the project team report to in a projectized organization?
a. No one
b. Project manager
c. Functional manager
d. CEO
60. QUIZ 29
Who does the project team report to in a projectized organization?
a. No one
b. Project manager
c. Functional manager
d. CEO
The correct answer is b.
Explanation: In a projectized organization, project team reports to the
project manager.
61. QUIZ 30
How is a project life cycle different from product life cycle?
a. A project life cycle has no methodology
b. A project life cycle depends on the control needs of the performing
organization
c. A project life cycle can contain many product life cycles
d. A project life cycle only includes specific project management
activities
62. QUIZ 30
How is a project life cycle different from product life cycle?
a. A project life cycle has no methodology
b. A project life cycle depends on the control needs of the performing
organization
c. A project life cycle can contain many product life cycles
d. A project life cycle only includes specific project management
activities
The correct answer is b.
Explanation: A project life cycle depends on the control needs of the
performing organization. Choice C is just the opposite, i.e., a product life
cycle can include many projects through its life cycle, not the other way
around.
63. QUIZ 31
Identify the least important stakeholder from the given options.
a. The project manager who is responsible for building the project
b. A project team member who will work on the project
c. Customer who will use the end product or service
d. Competitor whose organization will be affected by the new product
release
64. QUIZ 31
Identify the least important stakeholder from the given options.
a. The project manager who is responsible for building the project
b. A project team member who will work on the project
c. Customer who will use the end product or service
d. Competitor whose organization will be affected by the new product
release
The correct answer is d.
Explanation: Stakeholders are persons or organizations that are actively
involved in the project or who may be positively or negatively affected by the
performance or completion of the project. Competitor is the least important
stakeholder.