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20 Cards in this Set
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The test team receives completed and tested code from a third party, but cannot get it to execute. A dispute erupts over who is responsible.
How could you have prevented this situation? By ensuring that the in-house test plans included acceptance criteria, by reviewing the code transmittal procedure for completeness, and by reviewing test plan procedures for both third-party and in-house tests. By reviewing the code transmittal procedure for completeness and by reviewing test plan procedures for both third-party and in-house tests. By ensuring that the in-house test plans included acceptance criteria and by reviewing test plan procedures for both third-party and in-house tests. By ensuring that the in-house test plans included acceptance criteria, by reviewing the code transmittal procedure for completeness, by establishing a code review procedure, and by reviewing test plan procedures for both third-party and in-house tests. |
By ensuring that the in-house test plans included acceptance criteria, by reviewing the code transmittal procedure for completeness, and by reviewing test plan procedures for both third-party and in-house tests.
You can take three steps to prevent this dispute. First, you should have reviewed test plan procedures for both the third-party and the in-house tests. Second, you should have reviewed the code transmittal procedure to make sure it was complete. Finally, you should have ensured that in-house testing plans included the acceptance criteria set forth in the Statement of Work. These criteria provide an objective measurement to determine that the work product meets its objectives and serve as the basis for payment. Establishing a code review procedure would not have prevented the execution problem during in-house testing. |
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A courier service is developing a new delivery confirmation system in-house. This system will allow courier staff to record deliveries on a portable device and then send the delivery records to the main office using a wireless modem. The project is about 30% complete. It is currently on schedule and about 5% under budget.
When the project was in the planning stages, the previous accounting manager was not interested in integrating the delivery confirmation into the billing system. He has since left the company. You briefed the new accounting manager on the project and he believes that integrating the two systems should provide substantial cost savings to the company. After a careful review of the impact, you conclude that if you change the scope to integrate the two systems, the project could be completed within the approved budget deviation, but not within the approved schedule deviation. Which information should you take with you when you approach the sponsor? Justification for the proposed changes, the impact the changes would have, and alternative courses of action if the sponsor does not want to make the change Justification for the proposed changes and the current project status The impact the changes would have and alternative courses of action The current status of the project and the impact the changes would have |
Justification for the proposed changes, the impact the changes would have, and alternative courses of action if the sponsor does not want to make the change
It is important to have scope change control procedures in place to prevent scope creep, but there are times when the benefits of changing the scope warrant the changes to the schedule or budget. When you have a potential scope change, you should approach the sponsor with the justification for the proposed changes, the impact the changes would have, and alternative courses of action if the sponsor does not want to make the change. You do not need to have the current project status. The sponsor should already be aware of the current project status from regular status update meetings. Project Execution, Control and Coordination Sub-Objective: 3.5 Given an approved project and a status report scenario containing a significant variance from plan (e.g., excessive overtime, purchased items more expensive than a anticipated, etc.), do the following: Clearly identify the reason for the variance, Determine the impact on schedule and budget and the effect on stakeholders, Determine if scope creep is occurring, Identify options for corrective action, Identify options for absorbing part or all of the increase in the overall budget (if any), Identify stakeholders who must be notified or must give approval to a change of schedule or budget and develop a plan for advising them of the change, the rationale for the change, and the consequences if not approved. |
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A corporation is six months into a project to create a Human Resources Web application for its employees. The project is 1% ahead of schedule and 2% over budget. The corporation has contracted to have all employee data migrated to the new system.
The vendor called and requested a two-week delay in delivering the employee data. This task is in the critical path for the project. After reviewing the project schedule, you conclude that with the two-week slip, you will be 2% behind schedule, which is still within the allowed deviation of 3%. What is the first step you should take? Find a new vendor to migrate the data. Wait until the next scheduled review to let the sponsor know of the schedule slippage. Try to negotiate an earlier delivery date with the vendor. Call a special meeting to inform the sponsor of the schedule slippage. |
Try to negotiate an earlier delivery date with the vendor.
After you identify the impact of a delay, you should negotiate by working with the vendor to find ways to shorten the delay. Although the delay does not take you outside the allowed schedule deviation, good project management practice dictates that you should make every attempt to keep the project ahead of schedule. It is not necessary to find a new vendor to migrate the data as some slippage is acceptable. You do not need to notify the sponsor until you have tried negotiating the delay. Additionally, any problems are best dealt with when they arise. Waiting until the next scheduled review is not acceptable because by that time the vendor could experience further delays. |
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Which options are best used to mitigate risks?
Schedule padding and contingency planning Budget padding and schedule padding Alternative strategies and budget padding Alternative strategies and contingency planning |
Alternative strategies and contingency planning
The two options you can use to mitigate risks are alternative strategies and contingency planning. Having an alternative strategy entails changing the planned approach. Contingency planning involves defining steps to take if the risk occurs. Budget and schedule padding (allowing for more than you think you will need) are used to help ensure the success of a project, not mitigate risks. |
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You are creating a comprehensive project plan. For which step involved in the development of this plan should you first obtain concurrence from the project sponsor and stakeholders before writing out the plan?
The budget The executive summary The schedule The table of contents |
The table of contents
Before you can create the budget, the project's schedule, or the executive summary of a comprehensive project plan, you must create an outline of the plan or a table of contents. Once the project sponsor and stakeholders sign off or give their approval of the outline or table of contents, then you can create the executive summary, schedule, and budget. 2.27 Identify the steps involved in organizing a comprehensive project plan and using it to close out the planning phase of a project, including: Assembling all project planning elements (estimates of deliverables, time, costs, etc.), Creating an outline or table of contents for the comprehensive project plan, Reviewing the outline of the comprehensive project plan with sponsor and key stakeholders, Obtaining feedback and concurrence, and revising as needed, Writing the comprehensive project plan by integrating all planning elements according to the outline and creating a full document with transitions, introductions, graphics, exhibits, appendices, etc., as appropriate, Circulating the comprehensive project plan to all stakeholders, Obtaining top management support of the comprehensive project plan by making certain it reflects their concerns and that they have had an opportunity to provide input, Conducting a formal review of the comprehensive project plan in which stakeholders have an opportunity to provide feedback, Adjusting the comprehensive project plan based on stakeholder feedback, Obtaining formal approval (sign-off) of the comprehensive project plan by sponsor(s). |
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What is a variance in relation to performance reporting when comparing the estimate at completion (EAC) with the budget at completion (BAC)?
The actual amount spent on the project to date Progress and forecast information on the project's scope, schedule, cost, and quality A comparison of the planned project budget with the estimated budget based on project performance so far. The cost estimate for the remaining project work |
A comparison of the planned project budget with the estimated budget based on project performance so far.
A variance analysis is a comparison of the planned results (BAC) with the actual results (EAC) based on current data. Performance reporting provides progress and forecast information on the project's scope, schedule, cost, and quality. The actual cost is the actual amount spent on the project to date. The estimate to complete is the cost estimate for the remaining project work |
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What do you need to create a complete project schedule? (Choose three.)
Time and resource estimates for each task A description of each task A list of project tasks A list of team members A list of stakeholders An understanding of task interdependencies |
--Time and resource estimates for each task
--A list of project tasks --An understanding of task interdependencies You should use a project schedule to coordinate task activities and dependencies, assign resources, and identify potential problems, including scheduling conflicts. The project schedule should include the planned start and expected finish dates, major milestones, and task dependencies. To create a project schedule, you need a detailed list of project deliverables, a list of project tasks, a list of activities and phases, an estimate of time and resources needed to complete project tasks, and the team's input regarding schedule formatting. Many tasks are interdependent on each other; in other words, you cannot complete Task C until you complete both Task A and Task B. In order to create a complete project schedule, you must consider task interdependencies. You do not need a description of each task to create a complete project schedule. As long as you know the tasks and the required resources for each task, it is not necessary that you know the description of the task. It is not important that you have a list of team members, but you should know how many people make up a team so you can effectively allocate skilled resources to the proper areas for each task. It is not necessary to know the stakeholders of a project to create a project schedule. |
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You are planning a meeting during the implementation phase of an application design project. The project is just getting underway and is expected to end in eight months.
Which situation is best resolved by conducting a team meeting with all the team members working on the project? Rewarding two team members for completing the first task under budget and schedule. Reprimanding a team member for not being able to get along with other team members. Addressing a performance issue with two team members. Reviewing and updating all tasks in the implementation phase. |
Rewarding two team members for completing the first task under budget and schedule.
The most appropriate situation to have a team meeting at this stage of the implementation plan is to reward the two team members for completing the first task under budget and schedule. This sets a positive tone for the project and encourages others to meet their deadlines. Because the project is just getting underway, reviewing and updating all tasks in the implementation phase most likely wastes time. Any time you address a performance issue or reprimand an employee, it should be in private and not in a team meeting. |
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What should NOT be a component in your project plan? (Choose two.)
Project review document Communication plan Initiation plan Quality management plan Deliverables list Schedule |
--Project review document
--Initiation plan A project plan is an organized collection of all of the planning documents. It should include: * Table of Contents * Overview * Sponsors * Team Members * Requirements * Scheduled Tasks (WBS) * Expected Resources * Environmental Issues * Business Requirements * Implementation Plans * Support Plans * Training Plans Your project plan should not include an initiation plan. If the project has already progressed to the project plan, you have completed the initiation phase and already moved to the planning phase. It also should not include the project review, which you cannot complete until after the customer signs-off on all deliverables. 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. |
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You have a weekly meeting with your team members and want to dedicate 10 minutes of this weekly meeting to closing issues. How can you accomplish this?
Address this first in the meeting. Address this last in the meeting. Do not close the meeting until the time has been devoted to closing issues. Send a meeting agenda before the meeting with a set schedule alerting all team members which issues should be closed in the meeting. |
Send a meeting agenda before the meeting with a set schedule alerting all team members which issues should be closed in the meeting.
You should send a meeting agenda before the meeting with a set schedule alerting all team members which issues should be closed in the meeting. This is a key to ensuring productive meetings. It not only addresses closure issues, but it alerts the entire team to exactly what must be discussed in the meeting. Therefore, all team members have a chance to prepare to discuss the topics so they are knowledgeable when the topics come up in the meeting. Extending the meeting until the issue is addressed may throw off scheduled tasks and create a meeting environment that is unstructured and unproductive. Addressing the issue at the beginning or the end of the meeting may be appropriate. However, unless an agenda is provided before the meeting, team members might not be prepared to close out the issues. |
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You have a 10 week project with the following projected labor required:
Development - 1900 hours Testing - 50 hours Deployment - 50 hours When obtaining a staffing commitment, how many FTEs must the sponsor and stakeholders sign-off on? 20 10 3 5 |
5
A full-time employee (FTE) is considered 40 hours. This project requires 2000 total hours in 10 weeks or 200 hours a week (2000/10=200). Since a FTE is 40 hours and there are 200 hours a week, you must have commitments for at least 5 FTEs (200/40=5) to get the project finished on time. Three FTEs provide for 120 hours a week (40x3=140). Ten FTEs provide for 400 hours a week (40x10=400). Twenty FTEs provide for 800 hours a week (40x20=800). |
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A Fortune 500 corporation just appointed you as the project manager for a very large office automation project. The scope of work and basis of estimate are complete. You have reviewed the documents and have found that there is a critical modification needed to integrate the project with a legacy system. If the modifications are included in the scope document at this early stage, there will be no additional cost, but it will require pushing the delivery date out by one month.
What should you bring with you when you approach the project sponsors for approval? A milestone chart The completed scope of work The completed basis of estimate An alternative plan |
An alternative plan
Because there is a month gap between the two project plans, you should develop an alternate plan along with the original plan that the stakeholders are expecting. When you attempt to change a project plan in a way that pushes its schedule outside of the original scope, you need to explain and justify the change to the project stakeholders. As you approach the project stakeholders, you should be prepared with documents that support the change, and you should have an alternative plan in case the sponsors do not accept the change. You do not need to bring the completed scope of work, the completed basis of estimate, or a milestone chart. However, you should be able to clearly explain to the stakeholders the difference with and without the legacy deliverable, and that information would be helpful as reference documentation. Project Execution, Control and Coordination Sub-Objective: 3.12 Given an approved project plan and a specific scope deviation (for example: design change, schedule or cost change, etc.), demonstrate your ability to: Identify the cause(s), Prepare a status report for the user identifying problems and corrective action, Determine the impact of the deviation on the scope of the project, Quantify the deviation in terms of time, cost, and resource, Distinguish between variances which will affect the budget and duration and those that will not, Determine and quantify at least one possible alternative solution that has less impact but requires some scope compromise, Distinguish between variances that should be elevated to the sponsor and those that should be handled by the project manager and team, Develop a plan to gain stakeholder approval, Use a change order. |
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Which section of your project plan displays information about all the software and server resources needed for a project?
Scope Constraints Requirements Expected resources |
Expected resources
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 constraints part of the project plan displays the constraints that impact the outcome of the project. The requirements part of the project plan displays the functional, technical, and business requirements of the project. |
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Which formula provides the cost variance when analyzing the differences between the estimate at completion (EAC) with the budget at completion (BAC)?
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) - actual cost of work performed (ACWP) Budgeted cost of work performed (BCWP)/budgeted cost of work scheduled (BCWS) |
Budgeted cost of work performed (BCWP) - actual cost of work performed (ACWP)
The formula for cost variance is BCWP - ACWP. Cost variance is used to represent the difference between the actual (EAC) and budgeted (BAC) cost of the project to date. The formula for the schedule variance is BCWP - BCWS. The formula for the cost performance index is BCWP/ACWP. The formula for the schedule performance index is BCWP/BCWS. |
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What should your project plan include to display high-level goals and strategies of the project?
Executive summary Document information Table of contents Implementation plan |
Executive summary
The executive summary contains high-level, non-technical information. Its purpose is to communicate the overview of a project with the company's executives who make funding decisions. The table of contents displays how the information in the project plan is organized and allows users to easily find the information in the plan. The implementation plan includes a summary of the methods used to implement the project's schedule. The document information is an administrative component that displays information about the updating and maintenance of the project plan. |
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You are creating a project and have learned from your last project review that you need to work on your skills at promoting a cohesive client relationship. The last project had no customer signatures on anything and was a nightmare to complete and receive payment for from the client.
Which two components of a project deliverable require written confirmation by the customer to ensure this situation does not repeat itself? (Choose two.) Target user Work breakdown structure (WBS) Development methodology Look-and-feel Functionality |
--Look-and-feel
--Functionality There are certain criteria that must be specified by the client. The client must specify in writing which functionality is required of the end product and how it should look and feel. As a project manager, you should get the customer's expectations regarding project deliverables in writing. You need to understand the customer's expectations about: * How the product should look * How the product should function * What features the system should include * Who will use the product Written documentation helps manage stakeholder expectations and prevent misunderstandings as you enter the project-planning phase. It may also be helpful to specify what functionality is not included (depending on the project). While it is imperative the client have an understanding of the end user of the project, it is not important from the project management perspective since the project scope statement along with the project charter give the client a clear set of expectations. The WBS is the final stage of scope planning in which the project is broken down into separate project deliverables. It is not imperative that the client sign off on the methodology because this is an internal function of the project team and the client is only concerned with the end result. |
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After evaluating the project scope for an accounting application project, you have broken down the deliverables, their dependencies, and their costs as shown in the exhibit.
What is the soonest this project can be completed in full time equivalents (FTEs)? (see chart#1) 90 120 240 200 |
200
The critical path of this project is A2-B1-A1-C1-D1-D2-D3. B2 can be completed at any stage in the critical path. Therefore, A2 requires 18 FTEs, B1 requires 40 FTEs. A1 requires 22 FTEs, C1 requires 30 FTEs, D1 requires 20 FTEs, D2 requires 50 FTEs, and D3 requires 20 FTEs for a total of 200 FTEs. Since B2 is not in the critical path, the 40 hours required for its completion do not count because it can be completed simultaneously with other tasks. |
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What is the most important reason to control configuration changes on a project deliverable?
To keep the project on budget To keep the project on schedule and budget To keep the project on schedule To keep the project in line with the project cost estimate |
To keep the project on schedule and budget
It is crucial to control any configuration changes to ensure that the project stays on budget and schedule. Adding anything to the project increases the time and budget. Therefore, all changes must be approved. Scope creep, changing the project's scope to include other deliverables, is the leading cause of a project's failure. Therefore, any changes must be approved. |
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Below are the stages of the project life cycle:
1) Project Report 2) Project Management Plan 3) Work Breakdown Structure 4) Scope Document 5) Project Charter What is the proper sequencing of events of the product life cycle planning process? 5, 1, 3, 2, and 4 5, 3, 4, 2, and 1 5, 4, 3, 2, and 1 5, 3, 2, 4, and 1 |
5, 4, 3, 2, and 1
The planning process starts with a high-level view of the project. The project stages listed should be completed in the following order: 1) Project Charter A project charter consists of a mission statement (which should consist of background, purpose, and benefits), goals, and objectives. 2) Scope Document The scope document creates the boundaries of the project and contains more details about the project such as project size, cost, and completion criteria. 3) Work Breakdown Structure (WBS) The WBS is a detailed list of tasks to complete the project. 4) Project Management Plan The Project Management Plan contains the aforementioned documents along with other planning documents such as the budget, schedule, communication plan, and vendor plan. 5) Project Report The project report is created after the project is completed. |
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You are the project manager for a project team that includes an employee who has fallen behind on scheduled work. The employee has become disgruntled and is beginning to disrupt team morale.
What should you do to help improve this individual's performance? Use the "nice guy" approach so you will not hurt the individual's self-esteem and request frequent updates every three days. Fire the individual. Ignore the problems because individuals should fix their own problems. Identify the cause of the behavior, provide feedback to the individual on a regular basis, and have coaching sessions with the individual. Provide feedback to the individual on a regular basis and have coaching sessions with the individual. |
Identify the cause of the behavior, provide feedback to the individual on a regular basis, and have coaching sessions with the individual.
When you manage an employee with an individual performance issue, you should first try to identify the cause of the behavior. It may be that the individual is having issues in his personal life that are affecting his work. Also, you should address issues in private by having coaching sessions with the individual. This allows you also to work with the person to reinforce developer expectations and then provide feedback on a regular basis. Using the "nice guy" approach or ignoring the problems may compromise team and project success. You cannot ignore the issue if the employee is causing the team's morale to decrease. Firing the individual is an option. However, if this is going to cause project deadlines to slip, it is much better to see if the issue can be resolved and at least give the person a chance to correct his actions. Ignoring the problem is not an option. If the issue is ignored, the team's morale will slip and the project will suffer as a result. You should deal with issues as soon as possible when they surface. |
