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20 Cards in this Set
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You have a project scope with the following sections detailed:
* Project size * Project cost * Projected schedule * Stakeholder roles * Project manager's role description * Completion criteria * Required methodologies * Mandated resources * Applicable industry or government standards and regulations Which component of a project plan should you add to complete the project scope? Communication plan Risk assessment The critical path Scope change control process |
Scope change control process
A complete project scope should contain: * Project size * Project cost * Projected schedule * Stakeholder roles * Project manager's role description * Completion criteria * Required methodologies * Scope change control process * Mandated resources * Applicable industry or government standards and regulations The risk assessment, communication plan, and the critical path are all components of a complete project plan, not the project scope. |
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You are starting a project to implement radio-frequency identification chips (RFiD) chips into a client's retail store. As the project manager, you are in the process of organizing a team. You have interviews with several candidates.
Which type(s) of questions should you use to determine which is the most appropriate individual? Questions dealing with formal and informal training. Closed-ended questions dealing with technical issues and questions dealing with formal and informal training. Open-ended questions dealing with the experience level of the candidate and questions dealing with formal and informal training. Open-ended questions dealing with technical issues. |
Open-ended questions dealing with the experience level of the candidate and questions dealing with formal and informal training.
When you interview candidates for your project team, you should ask open-ended questions dealing with the experience level of the candidate. Open-ended questions are worded in such a way that a simple "yes" or "no" response is insufficient. Obtaining a more detailed response helps you gauge technical expertise. Additionally, you should also ask the candidate about formal and informal educational experiences. The responses should help you determine if the candidate has enough experience for the project requirements. You should not ask closed-ended questions that require "yes" or "no" answer or a simple one-word answer. Below is an example of the difference between the open- and closed-ended question: Open-ended: What is your educational experience? Closed-ended: Did you go to college? |
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What is the most important reason to present and get formal approval from management on a proposed change in a project's scope?
You must keep the team aware of changes to the project's changes. You must keep the project on schedule Scope creep is the leading cause of a project's failure. You must keep the project on budget. |
Scope creep is the leading cause of a project's failure.
Formal approval of a project change is crucial to keeping the project on schedule and budget. However, the most important reason to get formal approval from management for any project change is that scope creep is the leading cause of a project's failure. Allowing scope changes gets the project off schedule and budget. Since scope creep is the leading cause of a project's failure, it is the best answer. While it is important to keep the team aware of any project changes, you must get formal approval from management, not the team. |
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Why is it important to obtain a formal customer sign-off for the project deliverables?
The sign-off signifies that the project is complete for the organization. The sign-off signifies that the stakeholders are no longer needed. The sign-off signifies that the project team is no longer needed. The formal sign-off signifies that the project deliverables meet the customer requirements and that they accept them as they are. |
The formal sign-off signifies that the project deliverables meet the customer requirements and that they accept them as they are.
The formal sign-off signifies that the project deliverables meet the customer requirements and that they accept them as they are. The formal sign-off signifies that the customer accepts the deliverables. However, the project team and stakeholders are still required to be available to perform the comprehensive review and write down the lessons learned. Therefore, the project is not complete for the organization, the stakeholders, or the project team. |
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A common method of defining the scope of work for a project is to take a user-centered approach. This approach involves asking the users what they need and designing the application to meet those stated needs.
What is the primary problem with this approach? The users do not always know what they want. The time involved with the users tends to draw out the development process. The scope of work tends to expand into other areas. Management approval is more difficult to obtain. |
The users do not always know what they want.
The primary problem with asking users about their requirements is that they do not always know what they want. Asking users what they need does not make it more difficult to obtain management approval or lengthen the time required for the development process. The scope of work actually tends to be more limited when addressing only user requirements instead of business requirements. The best way to describe the scope of a project is to answer questions in these categories: who, what, why, where, when, and how. A complete project scope should contain: * Project size * Project cost * Projected schedule * Stakeholder roles * Project manager's role * Completion criteria * Required methodologies * Scope change control process * Mandated resources * Applicable industry or government standards and regulations * Work Breakdown Structure (WBS) |
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Why is it important to conduct a review meeting to resolve all planning issues when transitioning from the planning phase to the execution phase of a project?
To assist in creating the budget To assist in scheduling the project To assist in implementing quality control standards To align project requirements with the stakeholders' expectations |
To align project requirements with the stakeholders' expectations
It is important to conduct a project review meeting to align project requirements with the stakeholders' expectations. As the project manager, you are primarily responsible for creating the budget, schedule, and quality control standards for a project. However, it is always best to get all these things reviewed by the stakeholders to ensure their completeness and that the project meets the stakeholder's expectations. The stakeholders are usually not involved in creating the budget, schedule, or quality control standards. |
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You are the development team leader and one of your developers is dissatisfied with the performance of a member of the testing team, which has a different leader.
Which action should you take to ensure that the project stays on track? Meet with both team members to allow them to clear the air. Remind the developer that the testing team is not the developer's responsibility. Meet with the tester to identify the issue that is causing poor performance. Encourage the developer to discuss those concerns with the tester. |
Remind the developer that the testing team is not the developer's responsibility.
Leadership is an important quality for the project manager to have. The project manager is responsible for managing the project team and ensuring individual and team performance. In this case, the project manager should remind the developer that the testing team is not his responsibility. You or the testing team leader decide when there are performance issues and correct them. You should ask the developer for a better understanding of his concerns. If you (or the testing team leader) decide the tester is having a performance issue, you should meet privately with the tester to identify the reasons why. In no case should the developer and the tester meet to clear the air. It most likely will make things worse between the two individuals. |
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Alison is the project manager on a large IT project for a German engineering company and has been given a statement of work. She is concerned about industry and legal requirements because her company is a U.S.-based company.
Which organization is most likely to address specific industry regulations and requirements that may affect Alison's project? Occupational Safety and Health Association (OSHA) International Organization for Standardization (ISO) Environmental Protection Agency (EPA) American National Standards Institute (ANSI) |
International Organization for Standardization (ISO)
During the planning phase, a project manager should investigate any external factors that may affect the project, including government or industry regulations and requirements. The International Organization for Standardization (ISO) publishes many standards that may affect a project, such as the ISO 9000 certification, which is a generic management system standard. Many engineering and manufacturing firms strive to be ISO 9000 (or ISO 14000) compliant, and many clients only work with vendors or partners who are ISO compliant. The American National Standards Institute (ANSI) is the U.S. representative to the ISO and publishes national standards. The Environmental Protection Agency (EPA) regulates environmental issues that can affect health. The Occupational Safety and Health Association (OSHA) is part of the U.S. Department of Labor; it regulates workplace safety. Although each of these organizations may have standards that affect companies doing business in the United States, they are not as likely to influence a German engineering company to the same degree as the ISO standards will. |
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Which part of the project plan includes restrictions such as a requirement to use a particular development platform?
Requirements Constraints Expected resources Scope |
Constraints
A requirement to use a particular development platform is a constraint on the project. The constraints part of the project plan displays the constraints that impact the outcome of the project. The expected resources part of the project plan displays all the non-human resource requirements such as software and servers that are needed for the project. The scope displays the boundaries of the project and the deliverables agreed to by the client. The requirements part of the project plan displays the functional, technical, and business requirements of the project. |
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Which formula is used to calculate the schedule variance?
Budgeted cost of work performed (BCWP) - actual cost of work performed (ACWP) Budgeted cost of work performed (BCWP)/budgeted cost of work scheduled (BCWS) Budgeted cost of work performed (BCWP) - budgeted cost of work scheduled (BCWS) Budgeted cost of work performed (BCWP)/actual cost of work performed (ACWP) |
Budgeted cost of work performed (BCWP) - budgeted cost of work scheduled (BCWS)
The formula for the schedule variance is BCWP - BCWS. The schedule variance is used to represent the difference between the actual and allotted schedule of the project to date. The formula for cost variance is BCWP - ACWP. The formula for the cost performance index is BCWP/ACWP. The formula for the schedule performance index is BCWP/BCWS. |
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You are given a project charter and will be managing a project that automates the registration process for an international athletic event that occurs every two years. You have an initial budget and requirements document as well.
As your team reviews the requirements, they have determined that more resources are required. Which aspect of the project must remain constant? Budget Development tools Project completion date Quality |
Project completion date
Because this project concerns a scheduled event, the aspect of the project that must remain constant is the project completion date. You can negotiate the budget, quality, or development tools, but you cannot negotiate the schedule. The budget outlines the monetary backing for the project and can be general such as $2,000,000.00 to complete the project, or it can be specifically allocated to specific processes. Quality is an issue often overlooked in project management because it can be subjective. However, quality standards can be defined and changed in this scenario. Development tools can be flexible because usually the client is not concerned with the development process because they only care about the functionality of the deliverable. The development tools can be changed in this scenario as well. |
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A customer acceptance meeting and post-project review are a part of which IT project phase?
Scope definition Planning Execution Closure |
Closure
The Closure phase of an IT project includes the following: - meeting with customers for final approval - conducting a post-project review - preparing a project report - completing project billing - returning resources used in the project - compiling and storing project files The planning phase involves specifically laying out the budget, schedule, and tasks. The execution phase involves executing the project's plan. The scope definition phase involves clearly defining the issues the project will addres |
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You are the project manager for a large project that has a team in Los Angeles, Las Vegas, Atlanta, and Miami. You are devising a plan to identify and address quality risks to ensure the project's success.
Which issues must you ensure that you address? Plans to maintain interpersonal relationships, communication plans to address miscommunications, and work standards clearly delineating what is required of each team and team member Plans to maintain interpersonal relationships and work standards clearly delineating what is required of each team and team member Plans to address miscommunications, travel requirements, and work standards clearly delineating what is required of each team and team member Plans to maintain interpersonal relationships, communication plans to address miscommunications, travel requirements, and work standards clearly delineating what is required of each team and team member |
Plans to maintain interpersonal relationships, communication plans to address miscommunications, and work standards clearly delineating what is required of each team and team member
Quality is more difficult to manage when you have a large multi-site project. Miscommunications, varying work standards, and the difficulties in maintaining interpersonal relationships can contribute to lower quality deliverables. Establishing plans to maintain interpersonal relationships, communication plans to address miscommunications, and work standards clearly delineating what is required of each team and team member ensure a project's success by addressing quality risks sufficiently. Additional travel requirements are not a quality risk that a manager must address. |
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In a review meeting to transition from the project initiation phase to the planning phase, you have achieved stakeholder consensus.
What else must you complete before you close the meeting and move to the planning phase? The project charter The work breakdown structure (WBS) The project's schedule The statement of work (SOW) |
The project charter
Before moving into the planning phase, you should complete the project charter and achieve stakeholder consensus. The WBS, SOW, and schedule are all configured in the planning stage. The WBS is a deliverable-oriented hierarchy that starts with the level of deliverables and continues down to the low-level tasks required to complete the project. The SOW clearly and concisely displays the details of a procurement item, the description of the work to be performed, the specifications of the project, and the project schedule. |
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You are going to discuss communication needs with your sponsors. Which items should you expect them to consider important? (Choose three.)
Personnel changes Methodology changes Internal conflict Schedule changes Project phase completion Budget changes |
--Schedule changes
--Project phase completion --Budget changes You should expect the project sponsors to be interested in high-level project status: budget and schedule changes and project phase completion. You should not expect project sponsors to consider team-level matters (such as methodology, internal conflicts, and personnel changes) to be important. However, there are occasions when a project sponsor can assist in conflict resolution, but these are typically with external conflicts such as vendor issues with the team. When you create a communication plan, you must address who, what, when, and by whom. Who is the audience? What information does the audience need? How frequently does the audience need the information? Who will provide the information to the audience? The project sponsor is involved in the project to provide financial resources, analyze stakeholders, negotiate stakeholder support, monitor milestone delivery, and to run interference and remove roadblocks. |
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You have the following figures:
Budgeted cost of work performed (BCWP) = $1,000,000.00 Actual cost of work performed (ACWP) = $1,100,000.00 Budgeted cost of work scheduled (BCWS) = $900,000.00 What is the cost variance of this project? - $100,000.00 $100,000.00 $400,000.00 - $400,000.00 |
- ($100,000.00)
The formula for cost variance is BCWP - ACWP. Therefore, to calculate the cost variance, you subtract $1,100,000.00 from $1,000,000.00 (1,000,000 - 1,100,000) and find the cost variance is - $100,000.00. The formula for the schedule performance index (SPI) is BCWP/BCWS. The formula for the schedule variance is BCWP - BCWS. The formula for the cost performance index (CPI) is BCWP/ACWP. |
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Which options are benefits of following a formal change control process?
It ensures that changes are beneficial, it facilitates coordination of changes across work teams, and it minimizes the risk of scope creep. It minimizes the time required to make a change and it minimizes the risk of scope creep. It ensures that changes are beneficial, it minimizes the time required to make a change, it facilitates coordination of changes across work teams, and it minimizes the risk of scope creep. It facilitates coordination of changes across work teams and it minimizes the risk of scope creep. |
It ensures that changes are beneficial, it facilitates coordination of changes across work teams, and it minimizes the risk of scope creep.
A formal change control process benefits the project because it minimizes unnecessary scope creep and the risks associated with scope creep. Scope creep is the most significant reason large projects fail. A formal change control process also ensures that the changes are beneficial and helps maintain a feeling of project ownership. Finally, you can more easily coordinate changes across work teams if you use a formal change control process. A formal change control process does not minimize the time required to make a change. In fact, it adds to the time required to make a change because it must be formally accepted. |
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Which outcomes are more likely to occur if you obtain consensus about project deliverables from the project sponsors? (Choose two.)
You will eliminate the possibility of scope creep. You will select the best project methodology. The project will maintain funding. You guarantee success of the project. The project will meet the sponsors' expectations. |
--The project will maintain funding.
--The project will meet the sponsors' expectations. The project sponsor is involved in the project to obtain financial resources, analyze key stakeholders, negotiate support from stakeholders, monitor delivery, and to remove roadblocks. A project sponsor is also a stakeholder. As a project manager, you should obtain written confirmation that the stakeholders agree to the project priority, project deliverables, and the targeted completion date. If you obtain consensus on project deliverables from the project sponsors, your project is much more likely to meet the sponsors' expectations and thus maintain funding. Written approval also helps prevent scope creep, which is the gradual addition of new requirements, but it cannot fully eliminate the possibility of scope creep. Scope creep is the primary reason large projects fail. Consensus on project deliverables will not help you select the best project methodology. You cannot guarantee the success of a project even with the support of the project sponsors. |
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You have a project that has the following dependencies for tasks A through G:
A must be completed before B can begin and it takes 5 days to complete. B takes 4 days to complete. C must be complete before A can begin and it takes 7 days to complete. G must be complete before E can begin and it takes 14 days to complete. D must be complete before E can begin and it takes 10 days to complete. E takes 5 days to complete. What is the soonest the project can be completed? 31 days 24 days 36 days 19 days |
19 days
C must be complete before A can be started. Therefore, the shortest time these two tasks can be complete is 12 days. D and G are not dependent on any other process. Therefore, they can be started immediately. Since G takes 14 days to complete, the soonest these tasks can be complete so E can be started is 14 days. Since D takes the longest out of the A and C combination and the independent D task, the soonest E can be started is 14 days. Since E takes 5 days to complete and the other tasks can run concurrently, you simply add 5 to 14 to get the least number of days before completion as 19. |
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Which steps must you complete to prepare a comprehensive project plan?
Obtain supervisor sign-off on deliverables, create a table of contents, revise the plan, and create estimates of project time and cost. Obtain stakeholder sign-off on the plan, revise the plan, and create estimates of project time and cost. Obtain project sponsor sign-off on the plan outline, create a table of contents, revise the plan, and create estimates of project time and cost. Obtain stakeholder sign-off on deliverables, revise the plan, and create estimates of project time and cost. |
Obtain project sponsor sign-off on the plan outline, create a table of contents, revise the plan, and create estimates of project time and cost.
You must obtain written approval of the project plan from the project sponsor to move out of the planning phase and into the execution phase of project management. To create a project plan, you first need to create and assemble all of the planning documents that the project plan includes and then create an outline of the project plan. After reviewing the outline with the sponsor and key stakeholders and getting feedback, revise the outline. Next, you should write the project plan, integrating all of the planning elements and any necessary supplemental material, such as charts and appendices. After distributing the plan to stakeholders and upper management, you should conduct a formal review of the project plan. After making final revisions, the sponsors should sign off on the finished document. You should hold the plan review with the sponsor, stakeholders, and project team. You do not hold the plan review with the CEO, unless the CEO is the sponsor. Finding and enlisting a sponsor is one of the first steps in a project and should occur during the initiation phase. A project plan is created during the planning phase. It is an organized collection of all of the planning documents. It should include: *Table of Contents *Overview *Sponsors *Team Members *Requirements *Scheduled Tasks or work breakdown structure (WBS) *Expected Resources *Environmental Issues *Business Requirements *Implementation Plans *Support Plans *Training Plans You cannot get stakeholder sign-off on deliverables until you have created the deliverables during the execution phase. |
