Reading...
Play button
Play button
Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
56 Cards in this Set
- Front
- Back
- 3rd side (hint)
|
Effective project integration usually requires an emphasis on:
|
c. effective communications at key interface points.
|
a. the personal careers of the team members.
b. timely updates to the project management plan. c. effective communications at key interface points. d. product control. |
|
|
The need for ________ is one of the major driving forces for communication in
|
c. integration
|
a project.
a. optimization b. integrity c. integration d. differentiation |
|
|
Which of the following describes the BEST use of historical records from
previous projects: |
d. estimating, risk management and project planning
|
a. estimating, life cycle costing and project planning
b. risk management, estimating and creating lessons learned c. project management planning, estimating and creating a status report d. estimating, risk management and project planning |
|
|
When it comes to changes, the project manager’s attention is BEST spent on:
|
d. preventing unnecessary changes.
|
a. making changes.
b. tracking and recording changes. c. informing the sponsor of changes. d. preventing unnecessary changes. |
|
|
The sponsor’s role on a project is BEST described as:
|
b. helping to prevent unnecessary changes to project objectives.
|
a. helping to plan activities.
b. helping to prevent unnecessary changes to project objectives. c. identifying unnecessary project constraints. d. helping to put the project management plan together. |
|
|
All of the following are parts of an effective change control system EXCEPT:
|
d. lessons learned
|
a. procedures
b. standards for reports c. meetings d. lessons learned |
|
|
7. A work authorization system can be used to:
|
b. manage what time and in what sequence work is done.
|
a. manage who does each activity.
b. manage what time and in what sequence work is done. c. manage when each activity is done. d. manage who does each activity and when it is done. |
|
|
A project is plagued by changes to the project charter. Who has the primary
responsibility to decide if these changes are necessary? |
c. Sponsor
|
a. Project manager
b. Project team c. Sponsor d. Stakeholders |
|
|
Integration is done by the:
|
a. project manager
|
a. project manager
b. team c. sponsor d. stakeholders |
|
|
Which of the following BEST describes the project manager’s role as an
integrator? |
b. Put all the pieces of a project into a cohesive whole.
|
a. Help team member become familiar with the project.
b. Put all the pieces of a project into a cohesive whole. c. Put all the pieces of a project into a program. d. Get all team members together into a cohesive whole. |
|
|
Approved corrective action is an input to:
|
b. direct and manage project execution.
|
a. scope verification.
b. direct and manage project execution. c. develop project charter. d. schedule development. |
|
|
A particular stakeholder has a reputation for making many changes on projects.
What is the BEST approach a project manager can take at the beginning of the project to manage this situation? |
b. Get the stakeholder involved in the project as early as possible.
|
a. Say “No” to the stakeholder a few times to dissuade him from submitting
more changes. b. Get the stakeholder involved in the project as early as possible. c. Talk to the stakeholder’s boss to find ways to direct eth stakeholder’s activities to another project. d. Ask that the stakeholder not be included in the stakeholder listing. |
|
|
Which of the following BEST describes a project management plan?
|
c. Risk, management, staffing, process improvement and other
management plans. |
a. A printout from project management software.
b. A bar chart. c. Risk, management, staffing, process improvement and other management plans. d. The project scope. |
|
|
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 for the project.
|
a. Adopt a life cycle approach for 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. |
|
|
You are taking over a project during the planning process group and discover
that six individuals have signed the project charter. Which of the following should MOST concern you? |
b. Spending more time on configuration management.
|
a. Who will be a member of the change control board.
b. Spending more time on configuration management. c. Getting a single project sponsor. d. Determining the reporting structure. |
|
|
The project charter for a project was approved for planning and you have just
been assigned as project manager. Realizing that project planning is an ongoing effort throughout the project, which processes are you MOST likely to combine? |
a. Create WBS and activity definition.
|
a. Create WBS and activity definition.
b. Activity duration estimating and schedule development. c. Human resource planning and cost estimating. d. Cost estimating and cost budgeting. |
|
|
All of the following are parts of direct and manage project execution except:
|
d. Setting up a project control system
|
a. Identifying changes
b. Using a work breakdown structure c. Implementing corrective actions d. Setting up a project control system |
|
|
You are in the middle of executing a major modification to an existing product
when you learn that the resources promised at the beginning of the project are not available. The BEST thing to do is to: |
c. Explain the impact if the promised resources are not made available.
|
a. Show how the resources were originally promised to your project.
b. Re-plan the project without the resources. c. Explain the impact if the promised resources are not made available. d. Crash the project. |
|
|
The project manager has just received a change from the customer that does
not affect the project schedule and is easy to complete. What should the project manager do FIRST? |
d. Evaluate the other components of the “triple constraint”.
|
a. Make the change happen as soon as possible.
b. Contact the project sponsor for permission. c. Go to the change control board. d. Evaluate the other components of the “triple constraint”. |
|
|
Your company just won a major new project. It will begin in three months and
is valued at $2,000,000. You are the project manager for an existing project. What is the FIRST thing you should do once you hear of the new project? |
d. Ask management how the new project will affect your project.
|
a. Ask management how the new project will use resources.
b. Resource level your project. c. Crash your project. d. Ask management how the new project will affect your project. |
|
|
You are a project manager who was just assigned to take over a project from
another project manager who is leaving the company. The previous project manager tells you that the project is 50% complete and is on schedule, but only because he as constantly pushed the team to perform. What is the FIRST thing you should do as the new project manager? |
c. Determine your personal management strategy.
|
a. Check risk status.
b. Check cost performance. c. Determine your personal management strategy. d. Tell the team your project objectives. |
|
|
You are assigned as the project manager in the middle of the project. The
project is within the baselines, but the customer is not happy with the performance of the project. What is the FIRST thing you should do? |
d. Meet with the customer.
|
a. Discuss it with the project team.
b. Recalculate baselines. c. Renegotiate the contract. d. Meet with the customer. |
|
|
A project manager is managing a fixed price (FP) contract. He thinks that a
large customer-requested change might impact the schedule of the project. What should he do FIRST? |
d. Follow the change control system.
|
a. Meet with the stakeholders.
b. Meet with the team c. Renegotiate the remainder of the contract. d. Follow the change control system. |
|
|
An output of administrative closure is the creation of:
|
a. Project archives
|
a. Project archives
b. A project charter c. A project management plan d. A risk analysis plan |
|
|
All of the following would occur during the closure of the project EXCEPT:
|
d. Perform cost benefit analysis
|
a. Creating lessons learned
b. Formal acceptance c. Follow administrative close-out procedures d. Perform cost benefit analysis |
|
|
Which of the following is included in a project charter?
|
d. The business need for the project
|
a. Identification of risks
b. Work package estimates c. Detailed resource estimates d. The business need for the project |
|
|
All technical work is completed on the project. Which of the following remains
to be done? |
d. Lessons learned
|
a. Scope verification
b. Risk response plan c. Staffing management plan d. Lessons learned |
|
|
A work breakdown structure numbering system allows project staff to:
|
c. Identify the level at which individual elements are found.
|
a. Systematically estimate costs of work breakdown structure elements.
b. Provide project justification. c. Identify the level at which individual elements are found. d. Use it in project management software. |
|
|
During project executing, a team member comes to the project manager
because he is not sure of what work he needs to accomplish on the project. Which of the following documents contain detailed description of work packages? |
a. Work breakdown structure (WBS) dictionary
|
a. Work breakdown structure (WBS) dictionary
b. Activity list c. Preliminary project scope statement d. Project scope management plan |
|
|
During what part of the project management process is the preliminary project
scope statement created? |
a. initiating
|
a. initiating
b. planning c. executing d. monitoring and controlling |
|
|
Scope verification is part of which knowledge area?
|
c. Scope management.
|
a. Monitoring and controlling.
b. Procurement management. c. Scope management. d. Close-out management. |
|
|
To manage a project effectively, work should be broken down into small
pieces. Which of the following does NOT describe how far to decompose the work? |
c. Until it is divided to the work package level
|
a. Until it has a meaningful conclusion
b. Until it cannot be logically subdivided further c. Until it is divided to the work package level d. Until it can be realistically estimated |
|
|
A project manager may use _______ to make sure the team clearly knows
what work is included in each of their work packages. |
c. a WBS dictionary
|
a. the project scope statement
b. the product scope c. a WBS dictionary d. a schedule |
|
|
All of the following are part of the scope baseline EXCEPT the:
|
a. Project scope management plan.
|
a. Project scope management plan.
b. Project scope statement. c. Work breakdown structure. d. Work breakdown structure dictionary. |
|
|
A dependency requiring that design be completed before manufacturing can
start is an example of a: |
c. Mandatory dependency
|
a. Discretionary dependency
b. External dependency c. Mandatory dependency d. Scope dependency |
|
|
Which of the following are GENERALLY illustrated BETTER by bar charts than
network diagrams? |
d. Progress or status
|
a. Logical relationships
b. Critical paths c. Resource trade-offs d. Progress or status |
|
|
A heuristic is best described as a:
|
d. Rule of thumb
|
a. Control tool
b. Scheduling method c. Planning tool d. Rule of thumb |
|
|
Lag means:
|
c. Waiting time.
|
a. The amount of time an activity can be delayed without delaying the
project finish date. b. The amount of time an activity can be delayed without delaying the early start date of its successor. c. Waiting time. d. The product of a forward and backward pass. |
|
|
Which of the following is the BEST project management tool to use to
determine the longest time the project will take? |
b. Network diagram
|
a. WBS
b. Network diagram c. Bar chart d. Project charter |
|
|
Which of the following is CORRECT?
|
a. A critical path can run over a dummy.
|
a. A critical path can run over a dummy.
b. There can be only one critical path. c. The network diagram will change every time the end date changes. d. A project can never have negative float. |
|
|
What is the duration of a milestone?
|
c. There is no duration.
|
a. Shorter than the duration of the longest activity.
b. Shorter than the activity it represents. c. There is no duration. d. Same length as the activity it represents. |
|
|
Monte Carlo analysis is used to:
|
a. Get an indication of the risk involved in the project.
|
a. Get an indication of the risk involved in the project.
b. Estimate an activity’s length. c. Simulate the order in which activities occur. d. Prove to management that extra staff is needed. |
|
|
The float of an activity is determined by:
|
d. Determining the amount of time the activity can be delayed before it
delays the critical path. |
a. Performing a Monte Carlo analysis.
b. The waiting time between activities. c. Determining lag. d. Determining the amount of time the activity can be delayed before it delays the critical path. |
|
|
When would a milestone chart be used instead of a bar chart?
|
c. Reporting to management
|
a. Project planning
b. Reporting to team members c. Reporting to management d. Risk analysis |
|
|
Your project management plan results in a project schedule that is too long.
If the project network diagram cannot change but you have extra personnel resources, what is the BEST thing to do? |
c. Crash the project.
|
a. Fast track the project.
b. Level the resources. c. Crash the project. d. Monte Carlo analysis. |
|
|
The precedence diagramming method (activity-on-node) is different from the
arrow diagramming method (activity-on-arrow) because a precedence diagram: |
b. Has four relationships among activities.
|
a. Can use PERT.
b. Has four relationships among activities. c. Has only finish-to-finish relationships. d. May use dummy activities. |
|
|
Which of the following includes asking team members about the time estimates
for their activities and reaching agreement on the calendar date for each activity? |
b. Schedule development
|
a. Activity sequencing
b. Schedule development c. Scope definition d. Creating a project charter |
|
|
A project manager is in the middle of the executing process of a very large
construction project when he discovers that the time needed to complete the project is longer than the time available. What is the BEST thing to do? |
d. Determine options for schedule compression and present management
with your recommended option. |
a. Cut product scope.
b. Meet with management and tell them that the required date cannot be met. c. Work overtime. d. Determine options for schedule compression and present management with your recommended option. |
|
|
During project planning, you estimate the time needed for each activity and
then add the estimates to create the project estimate. You commit to completing the project by this date. What is WRONG with this scenario? |
b. The team did not create the estimate and a network diagram was not used.
|
a. The team did not create the estimate and estimating takes too long using
that method. b. The team did not create the estimate and a network diagram was not used. c. The estimate is too long and should be created by management. d. The project estimate should be the same as the customer’s required completion date. |
|
|
You are a project manager on a U.S. $5,000,000 software development
project. While working with your project team to develop a network diagram, you notice a series of activities that can be worked in parallel but must finish in a specific sequence. What type of activity sequencing method is required for these activities? |
a. Precedence diagramming method
|
a. Precedence diagramming method
b. Arrow diagramming method c. Critical path method d. Operational diagramming method |
|
|
Based on the following, if you needed to shorten the duration of the project,
what activity would you try to shorten? Activity Estimates (in weeks) Start-A 1 Start-B 2 Start-C 6 A-D 10 B-E 1 C-E Dummy C-F 2 F-End 3 E-End 9 D-End 1 |
c. Activity E-End
|
a. Activity Start-B
b. Activity A-D c. Activity E-End d. Activity C-E |
|
|
A project manager is taking over a project from another project manager
during the planning process group. If the new project manager wants to see what the previous project manager planned for managing changes to the schedule, it would be BEST to look at the: |
d. schedule management plan
|
a. communications management plan
b. project management plan c. staffing management plan d. schedule management plan |
|
|
A project manager is using weighted average duration estimates to perform
schedule network analysis. Which type of mathematical analysis is being used? |
b. PERT
|
a. critical path method
b. PERT c. Monte Carlo d. Resource leveling |
|
|
Rearranging resources so that a constant number of resources is used each
month is called: |
c. leveling
|
a. crashing
b. floating c. leveling d. fast tracking |
|
|
Which of the following is a benefit of an analogous project estimate?
|
c. It gives the project team an understanding of management’s
expectations. |
a. Estimate will be closer to what the work will actually require.
b. It is based on a detailed understanding of what the work requires. c. It gives the project team an understanding of management’s expectations. d. It helps the project manager determine if the project will meet the schedule. |
|
|
During project execution, a large number of changes are made to the project.
The project manager should: |
b. make approved changes as needed, but retain the schedule baseline
|
a. wait until all changes are known and print out a new schedule
b. make approved changes as needed, but retain the schedule baseline c. make only the changes approved by management d. talk to management before any changes are made |
