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181 Cards in this Set

  • Front
  • Back
Name three key characteristics of a project.
Temporary: Defined start/finish
Unique Result
Progressively Elaborated: Changes over time
What are the three areas that project managers focus on to get better at their jobs?
Knowledge, performance, and personal skills.
What are: knowledge, performance, and personal skills?
The three areas that project managers should focus on to get better at their jobs.
What are Enterprise Environmental Factors?
The people in your organization, the market you compete in, your company's risk tolerance, and standards that your company needs to meet (like government-imposed standards for any contractor bidding on a government project)
The people in your organization, the market you compete in, your company's risk tolerance, and standards that your company needs to meet (like government-imposed standards for any contractor bidding on a government project) are all examples of what?
Enterprise Environmental Factors
What is a program?
A program is a collection of projects that should be managed together in order to achieve a specific benefit to the company.
What is collection of projects that should be managed together in order to achieve a specific benefit to the company?
Program
What is a portfolio?
A portfolio is a collection of projects and/or programs.
What is a collection of projects or programs?
Portfolio
Gathering a team together to do work that's temporary, creates a unique result, and is progressively elaborated constitutes a what?
Project
What is an operation?
An operation (or process) is work that's done in a way that's repeatable and ongoing, but is not a project.
What is work that's done in a way that's repeatable and ongoing?
Operation or process
What are the five process groups?
Initiating, Planning, Executing, Monitoring & Controlling, and Closing
What are the nine knowledge areas?
Communication, Human Resources, Risk, Integration, Scope, Cost, Procurement, Quality, and Time.
Initiating, Planning, Executing, Monitoring & Controlling, and Closing are what?
The five process groups.
Cost, Human Resources, Risk, Integration, Scope,
Communication, Procurement, Quality, and Time are what?
The nine knowledge areas.
Planning for things that could happen (positive or negative) and dealing with them when they do describes what knowledge area?
Risk
Making sure that you build the right product and that you do it as efficiently as possible describes what knowledge area?
Quality
Defining the work that will (and won't) be done on the project describes what knowledge area?
Scope
Defining contracts and choosing a contractor to do work for the project describes what knowledge area?
Procurement
Figuring out who should talk to whom to keep everybody in the loop about your project describes what knowledge area?
Communication
Estimating the time it will take to complete your project and making sure you meet the deadlines you set describes what knowledge area?
Time
Keeping everybody working toward the same goal and dealing with changes describes what knowledge area?
Integration
Budgeting your project and tracking the money you are spending describes what knowledge area?
Cost
Getting the people who will do the work and keeping them motivated describes what knowledge area?
Human Resources
In a functional organization, who holds the control/power in projects?

a. Functional Manager
b. Project Manager
Functional Manager
In a projectized organization, who holds the control/power in projects?

a. Functional Manager
b. Project Manager
Project Manager
Which of these do not exist in a projectized organization?

a. Project coordinator
b. Project Manager
c. Project expediter
Project coordinators and project expediters don't exist in a projectized organization.
What is a project expediter?
Although they may have Project Manager on their business card, project expediters only keep track of project status and hold little authority.
What is a project coordinator?
A project coordinator has some authority, and usually reports to someone higher up in the company.
What type of organization is this?

We're looking for someone who can work with our development manager to deliver our products on time. We have a good programming team; they just need a little encouragement to meet their deadlines. You'll be expected to keep really good status meeting notes. If you run into any trouble with the team, just kick it back to the Dev Manager, and she'll address the problem.
Functional
What type of organization is this?

We need someone who can manage the whole effort, start to finish. You'll need to work with the client to establish goals, choose the team, estimate time and cost, manage and track all of your decisions, and make sure you keep everybody in the loop on what's going on. We expect the project to last six months.
Projectized
What type of organization is this?

We have a project coming up that's needed by our customer service team. The project is a real technical challenge for us, so we've assembled a team of top-notch programmers to come up with a good solution. We need a project manager to work with the programming manager on this one. You would be responsible for the schedule, the budget, and managing the deliverables. The programming manager would have the personnel responsibilities.
Matrix
What type of organization is this?

Most of the work you'll be doing is contract work. You'll put together three different teams of software engineers, and you'll need to make sure that they build everything our customer needs. And don't forget: you've got to stay within budget, and it's got to be done on time! It's a big job, and it's your neck on the line if things go wrong. Can you handle that?
Projectized
If a question on the exam doesn't state an organization type, assume it's referring to a matrix organization. That means the PM is responsible for making budgets, assigning tasks to resources, and resolving conflicts.
If a question on the exam doesn't state an organization type, assume it's referring to a matrix organization. That means the PM is responsible for making budgets, assigning tasks to resources, and resolving conflicts.
Which of these apply to a functional organization?

a. Teams are organized around projects.
b. Project managers need to clear major decisions with department managers.
c. Project managers choose the team members, and release them when the project is over.
d. Project managers estimate and track budget and schedule.
e. PMs spend half their time doing admin tasks.
f. PMs don't set the budget.
In a functional organization: PMs spend half their time doing admin tasks, PMs don't set the budget, and project managers need to clear major decisions with department managers.
Which of these apply to a projectized organization?

a. Teams are organized around projects.
b. Project managers need to clear major decisions with department managers.
c. Project managers choose the team members, and release them when the project is over.
d. Project managers estimate and track budget and schedule.
e. PMs spend half their time doing admin tasks.
f. PMs don't set the budget.
In a projectized organization: teams are organized around projects, project managers choose the team members and release them when the project is over, and project managers estimate and track budget and schedule.
The project was running late, so the project manager decided to release it on time even though it was missing some of its features.

Constraint affected? _______
Scope: The PM stuck to the original budget and schedule, but released a product that wasn't complete. That means the scope was affected.
The company didn't have enough money to invest in the project, so they had to draft people from other departments to work part time to get the job done.

Constraint affected: ________
Resources: Resources are people or materials that you need for your project, and when you cut corners you end up straining them.
The team wanted to add more testers to find defects, but the project manager overruled them.

Constraint affected: ________
Quality: Any time you're talking about tests and defects, you're talking about quality.
About halfway through the project, the PM realized that the money was running out faster than expected. She went through the schedule to try to find ways to move up the deadline.

Constraint affected: ________
Time: There are lots of ways to change how long it'll take to do your project, but sometimes there simply isn't enough time.
A construction project manager assumed that the weather would cooperate with the plans to complete the job, but thunderstorms have derailed the project.

Constraint affected: ________
Risk:Whenever you make assumptions about a project, you're introducting risk.
The project manager didn't take software license fees into account, which caused the budget to balloon out of control.

Constraint affected: ________
Cost: It's the project manager's job to always look after the bottom line.
What is a stakeholder?
Anyone that is affected either positively or negatively by the cost, time, scope, resources, quality, or risks of a project.
Someone that is affected either positively or negatively by the cost, time, scope, resources, quality, or risks of a project is called a: _________?
Stakeholder
Which of the following is NOT a Project Constraint?

A. Quality
B. Scale
C. Time
D. Cost
Scale

The project constraints are: Scope, Time, Cost, Quality, Resource, and Risk.
A project manager is running a data center installation project. He finds that his stakeholder is angry because he's run over his budget because the staff turned out to be more expensive than planned. The stakeholder's unhappy that when the project is over, the servers won't have as much drive space as he needs. Which of the following constraints was not affected by this problem?

A. Quality
B. Resource
C. Time
D. Cost
Time

The project was over budget, which affects COST.
The project won't meet the stakeholder's requirements, which is a QUALITY problem.
The staff was more expensive than planned, which is a RESOURCE problem.
Which of the following is NOT an example of operational work?

A. Building a purchase order system for accounts payable
B. Submitting weekly purchase orders through a purchase order system
C. Deploying weekly anti-virus software updates
D. Yearly staff performance evaluations
Building a purchase order system for accounts payable is not an operation. It is a project: with a defined start/finish, unique result, and progressively elaborate.
You're managing a project to build a new accounting system. One of the accountants in another department really likes the current system and is refusing to be trained on the new one. What is the BEST way to handle this situation?

A. Refuse to work with him because he's being difficult
B. Appeal to the accountant's manager and ask to have him required to take training
C. Get a special dispensation so that the accountant doesn't have to go to the training
D. Work with him to understand his concerns and do what you can to help alleviate them without compromising your project.
Work with him to understand his concerns and do what you can to help alleviate them without compromising your project.

When a stakeholder is negatively impacted by your project, you need to manage his expectations and help him to buy into your project.
Which of the following is used for identifying people who are impacted by the project?

A. Resource List
B. Stakeholder Register
C. Enterprise Environmental Factors
D. Project Plan
A Stakeholder Register is where you identify all of the people who are impacted by your project.
Your manager asks you where to find a list of projects that should be managed together. What is the BEST place to find this information?

A. Project Plan
B. Project Charter
C. Portfolio Charter
D. Program Charter
Program Charter

A program is a group of projects that should be managed together because of interdependencies.
You want to know specifically which business goal a group of projects and programs are going to accomplish. Which is the best place to look for this information?

A. Project Plan
B. Project Charter
C. Portfolio Charter
D. Program Charter
Portfolio Charter

A portfolio charter will give the business goal that a group of projects and programs will accomplish as part of a portfolio.
A project coordinator is having trouble securing programmers for her project. Every time she asks her boss to give a resource to the project he says that they are too busy to help out with her project. Which type of organization is she working in?

A. Functional
B. Weak Matrix
C. Strong Matrix
D. Projectized
Functional

Since the project manager has to ask permission from the functional manager and can't overrule him, she's working ina functional organization.
A project manager is having trouble securing programmers for her project. Every time she asks the programming manager for resources for her project, he says they're all assigned to other work. So she is constantly having to go over his head to overrule him. Which type of organization is she working for?

A. Functional
B. Weak Matrix
C. Strong Matrix.
D. Projectized
Strong Matrix

The Project Manager in this scenario can overrule the functional manager, so she's working in a Strong Matrix organization. If it were a projectized organization, she wouldn't have to get permission from the functional manager at all because she'd be the person with authority to assign resources to projects.
When a project has phases that happen one after another and don't overlap, this is called what?
Sequential Relationship
What is a sequential relationship?
When a project has phases that happen one after another and don't overlap. Each phase starts after the previous phase is 100% complete.
When a project has phases that overlap, with some phases not starting at the same time, this is called what?
Overlapping Relationship
What is an overlapping relationship?
When a project has phases that overlap, with some phases not starting at the same time.
During a project, when a single team is performing the Initiating and Planning processes for one phase of the project while also doing the Executing processes for the previous phase, this is called what?
Iterative Relationship
What is an iterative relationship?
During a project, when a single team is performing the Initiating and Planning processes for one phase of the project while also doing the Executing processes for the previous phase.
Which of these processes are in the Initiating process group?

A. Develop Project Management Plan
B. Control Scope
C. Identify Stakeholders
D. Close Project
E. Develop Project Charter
The Initiating process group is made up of the following two processes: Develop Project Charter and Identify Stakeholders
What processes are in the Planning Process Group?
Develop Project Management Plan, Identify Risks, Plan Quality, & Estimate Activity Durations
What processes are in the Executing Process Group?
Direct and Manage Project Execution & Distribute Information
What processes are in the Monitoring & Controlling Process Group?
Control Scope, Monitor and Control Project Work, & Control Schedule
You're a project manager working on a software engineering project. The programmers have started building the software, and the testers have started to create the test environment. Which process group includes these activities?

A. Initiating
B. Planning
C. Executing
D. Closing
Executing
Which of the following is not a stakeholder?

A. The project manager who is responsible for building the projet
B. A project team member who will work on the project
C. A customer who will use the final product
D. A competitor whose company will lose business because of the product
Competitors aren't stakeholders, because even though they're affected by the project, they don't actually have any direct influence over it.
A project manager runs into a problem with her project's contractors, and she isn't sure if they're abiding by the terms of the contract. Which knowledge area is the BEST source of processes to help her deal with this problem?

A. Cost Management
B. Risk Management
C. Procurement Management
D. Communications Management
The Procurement Management knowledge area deals with contracts, contractors, buyers and sellers. If you've got a question about a type of contract or how to deal with contract problems, you're being asked about a Procurement Management process.
You're a project manager for a construction project. You've just finished creating a list of all the people who will be directly affected by the project. What process group are you in?

A. Initiating
B. Planning
C. Executing
D. Monitoring & Controlling
People who will be directly affected by the project are stakeholders, and when you're creating a list of them you're performing the Identify Stakeholders process. That's one of the two processes in the Initiating process group.
Which process group contains the Develop Project Charter process and the Identify Stakeholders Process?

A. Initiating
B. Executing
C. Monitoring and Controlling
D. Closing
The first things that are created on a project are the charter (which you create in the Develop Project Charter process) and the Stakeholder Register (which you create in the Identify Stakeholders process). You do those things when you're initiating the project.
Which of the following is NOT a project?

A. Repairing a car
B. Building a highway overpass
C. Running an IT support department
D. Filming a motion picture
The work of an IT support department doesn't have an end date -- it's not temporary. That's why it's not a project.
A project manager is running a software project that is supposed to be delivered in phases. She was planning on dividing the resources into two separate teams to do the work for two phases at the same time, but one of her senior developers suggested that she use an Agile methodology instead, and she agrees. Which of the following BEST describes the relationship between her project's phases?

A. Sequential relationship
B. Iterative relationship
C. Constrained relationship
D. Overlapping relationship
Agile development is a really good example of an iterative approach to project phases. In an Agile project, the team will typically break down the project into phases, where they work on the current phase while planning out the next one.
Which of the following is NOT true about overlapping phases?

A. Each phase is typically done by a separate team
B. There's an increased risk of delays when a later phase can't start until an earlier one ends
C. There's an increased risk to the project due to potential for rework
D. Every phase must go through all five process groups
If there's an increase risk of a project because one phase can't start until another one ends, that means your project phases aren't overlapping. When you've got overlapping phases, that means that you typically have multiple teams that start their phases independently of each other.
You're the project manager for an industrial design project. Your team members report to you, and you're responsible for creating the budget, building the schedule, and assigning the tasks. When the project is complete, you release the team so they can work on other projects for the company. What kind of organization do you work in?
In a projectized organization, the project manager has the power to assign tasks, manage the budget, and release the team.
You're a project manager working in a weak matrix organization. Which of the following is NOT true?

A. Your team members report to functional managers
B. You are not directly in charge of resources
C. Functional managers make decisions that can affect your projects
D. You have sole responsibility for the success or failure of the project
In a weak matrix, project managers have very limited authority. They have to share a lot of responsibility with functional managers, and those functional managers have a lot of leeway to make decisions about how the team members are managed. In an organization like that, the project manager isn't given a lot of responsibility.
What are the six Integration Management processes?
Develop Project Charter
Develop Project Management Plan
Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close Project or Phase
What is the purpose of the project charter?
The project charter is the document that authorizes you to do your work, often handed to you by the sponsor. It details why the project is needed, and gives you the authority you need to make it happen.
What are the two processes in the initiating process group?
Develop Project Charter
Identify Stakeholders
What is the difference between a customer, a sponsor, and a project manager?
Sponsor: The sponsor of a project is responsible for creating the project charter and pays for the project.

Project Manager: The project manager receives authority from the sponsor to manage the project and create the desired product/result.

Customer: The customer of a project is the person who uses the product of the project.
What is the difference between the business case and the project charter?
Business Case: The business case tells everyone WHY the company should do the project.

Project Charter: The project charter tells everyone that the project actually started and gives the project manager authority to proceed.
Which Project Management Plan - subsidiary plan would you use:

The teachers want to go to Bali, but Acme Travel doesn't book flights there so you need to subcontract one leg of the travel to another travel agency.

A. Procurement Management Plan
B. Human Resource Plan
C. Scope Management Plan
D. Risk Management Plan
The Procurement Management Plan focuses on dealing with vendors outside of your company. You would use it here because you'll need to subcontract one leg of the travel to another travel agency.
Which Project Management Plan - subsidiary plan would you use:

The teachers are having so much fun that they want to stay at a better hotel. They tell you to increase their budget by 15% to do that.

A. Scope Management Plan
B. Quality Management Plan
C. Risk Management Plan
D. Cost Management Plan
The Cost Management Plan tells you how you'll create the budget, and what to do when your project runs into money problems. You would use it here because the client has requested a 15% budget increase to stay at a better hotel.
Which Project Management Plan - subsidiary plan would you use:

Just as you're about to mail off the teacher's tickets, you notice they've been printed incorrectly.

A. Risk Management Plan
B. Quality Management Plan
C. Schedule Management Plan
D. Communications Management Plan
The Quality Management Plan deals with problems that could arise when a product doesn't live up to the customer or client's standards. You would use it here because the tickets were printed incorrectly and will not work as intended.
Which Project Management Plan - subsidiary plan would you use:

The teachers might run into more bad weather, and you've got to figure out what contingencies you can put into place if that happens.

A. Cost Management Plan
B. Quality Management Plan
C. Risk Management Plan
D. Scope Management Plan
The Risk Management Plan is about detailing all the bad things that might happen and coming up with a plan to address each risk when and if it occurs. You would use it here because the bad weather is a risk that will need to be dealt with if it arises.
Which Project Management Plan - subsidiary plan would you use:

The teachers are concerned that they won't be able to get in touch with you when they're away.

A. Scope Management Plan
B. Quality Management Plan
C. Human Resource Plan
D. Communications Management Plan
The communications management plan lists all of the ways that you communication with your project's team, stakeholders, sponsors, and important contacts related to the project. You would use it here to detail exactly how the teachers will be able to communicate with you while they're away.
Which Project Management Plan - subsidiary plan would you use:

One of the teachers realizes that he needs to come back earlier, and you want to make sure the budget reflects his lessened costs.

A. Scope Management Plan
B. Human Resources Plan
C. Cost Management Plan
D. Risk Management Plan
The cost management plan tells you how you'll create the budget, and what to do when your project runs into money problems. You would use it here because the early return of one of the teachers is going to affect the budget.
Which Project Management Plan - subsidiary plan would you use:

You find out that you need to get the tickets out earlier than expected, because the teachers' contract requires that all trips be preapproved by the superintendent of their school district.

A. Scope Management Plan
B. Schedule Management Plan
C. Risk Management Plan
D. Quality Management Plan
The schedule management plan shows you how to deal with changes to the schedule, like updated deadlines or milestones. You would use it here because your deadline for the tickets has been pushed up unexpectedly.
The software project team builds software.

Identify which is produced:

A. Deliverable
B. Work Performance Information
The software that is produced is a deliverable.
A builder hangs a door.

Identify which is produced:

A. Deliverable
B. Work performance information.
The door is a deliverable.
A wedding photographer sends the photo proofs to the client.

Identify which is produced:

A. Deliverable
B. Work performance information.
The proofs are a deliverable.
The cable repair technicians take an average of four hours per job.

Identify which is produced:

A. Deliverable
B. Work performance information.
This is work performance information. It is describing how quickly the repair technicians do their job, but isn't delivering anything.
The construction crew worked 46 hours of overtime in March.

Identify which is produced:

A. Deliverable
B. Work performance information.
This is work performance information. It is describing how many labor hours, and what type, were used in March.
The construction crew built the six houses required by the plan.

Identify which is produced:

A. Deliverable
B. Work performance information.
The six houses are deliverables.
A software test team finds bugs in the software.

Is this a defect in the deliverable or a change to the project management plan?
It is a defect in the deliverable (software being the deliverable)
A bride asks the photographer to stop asking her mother for permission to make changes.

Is this a defect in the deliverable or a change to the project management plan?
This is a change to the project management plan.
A construction crew used the wrong kind of lumber in a house.

Is this a defect in the deliverable or a change to the project management plan?
This is a defect in the deliverable. The incorrect kind of lumber is different than what was planned.
A photographer's prints are grainy.

Is this a defect in a deliverable or a change to the project management plan?
This is a defect in the deliverable (prints).
You've just received a change request. This means:

A. The project charter is complete, but the work cannot begin yet because you need to make a change to the scope baseline
B. You are in the Direct and Manage Execution process, and you can implement the change now
C. The change needs to be approved before it can be implemented.
D. There is a defect in a deliverable that must be repaired.
The change needs to be approved before it can be implemented.
Which of these is not an input to Develop Project Charter?

A. Enterprise environmental factors
B. Project Management Plan
C. Contract
D. Project statement of work
Project Management Plan

Enterprise environmental factors, Contract, and Project statement of work are all inputs for Develop Project Charter
What is the output of Direct and Manage Execution?

A. Approved change requests
B. Project management processes
C. Deliverables
D. Forecasts
Deliverables

The outputs for Direct & Manage Execution are work performance information, deliverables, and change rquests, project document and plan updates
You're managing a graphic design project. One of your team members reports that there is a serious problem, and you realize that it will cause a delay that could harm the business of the stakeholders. Even worse, it will take another two days for you to fully assess the impact - until then, you won't have the whole story. What is the BEST way to handle this situation?

A. Create a change request document and submit it to the change control meeting
B. Pull out the project charter and show them that you have authority to make decisions
C. Meet with the stakeholders and tell them that there's a problem, but you need two more days to get them the information they need
D. Update the lessons learned and add it to your organizational process assets
Meet with the stakeholders and tell them that there's a problem, but you need two more days to get them the information they need.
You're a project manager on a construction project. The electrician has started laying out the wiring, when the client comes to you with a change request. He needs additional outlets, and you think that will increase the cost of the electrical work. What is the first thing you do?

A. Refuse to make the change because it will increase the cost of the project and blow your budget.
B. Refer to the project management plan to see how the change should be handled
C. Consult the contract to see if there is a clause
D. Make the change, since the client requested it
Refer to the project management plan to see how the change should be handled
The work authorization system:

A. Ensures that every work package is performed at the right time and in the proper sequence
B. Authorizes the project manager to spend money on work
C. Is a set of processes and tools that aids project manager in effectively guiding the project to completion
D. Is a formalized, written description of how to carry out an activity
The work authorization system ensures that every work package is performed at the right time and in the proper sequence.
You're the project manager at a tellecommunications company. You recently had stakeholders approach you with changes. You figured out that the changes would cost additional time and money. The stakeholders agreed, you were given additional time and budget, and the changes were approved. Now you have to incorporate the changes into the project. What do you do next?

A. Modify the project charter to include the changes
B. Use the work authorization system to make sure the work is performed
C. Make sure to track your changes against the project's baseline so you know how much they eventually cost
D. Incorporate the changes into the baseline so you can track the project properly
The first thing you do after a change is approved is to update the baseline. The whole purpose of the baseline is to figure out whether your project has deviated from the plan. But a change isn't a deviation from the plan! A deviation is accidental, while a change is done on purpose. That's why it's so important to get the change approved: that way, everyone knows about it, which means that you can plan for it. And updating the baseline is how you do that planning.
You are a project manager on a software project. When you planned the project, your Enterprise Environmental Factors included a policy that all changes that cost over 2% of the budget need to be approved by the CFO, but smalller changes could be paid for by a management contingency fund. One of your stakeholders submitted a change request that requires a 3% increase in the budget. Your company has an outsourcing effort, and you believe that a small change to the way that the change is request could allow you to take advantage of it and cut your costs in half. What is the BEST way to handle this situation?

A. Work with the stakeholder to figure out how to reduce the cost of the change by a third
B. Request approval from the CFO
C. Refuse the change because it is over 2% of the budget
D. Document the change request, since all changes must be documented
Request approval from the CFO
You're on the project selection committee. You're reviewing a document that describes the strategic value of a potential project and its benefits to the company. What's this document called?

A. Project Charter
B. Business Case
C. Benefit measurement method
D. Contract
Business Case
One of your team members has discovered a defect in a deliverable and has recommended that it be repaired. Which of the following is NOT true:

A. The project charter has authorized you to perform the work
B. Your project is in Monitor and Control Project Work process
C. The defect repair must be approved before the deliverable can be repaired
D. You must update the project management plan to document the defect
Defects do not need to be documented in the project management plan.
You are holding a formal, approved document that defines how the project is executed, monitored, and controlled. You are holding:

A. The project management plan
B. The performance measurement baseline
C. The project Charter
D. The work breakdown structure
The project management plan
You are the project manager for a software project, when the sponsor pulls the plug and cancels the project. What do you do?

A. Give the team the day off to recuperate from the bad news
B. Create a budget summary for the remaining unspent budget
C. Follow project closure procedures to close the project and update lessons learned
D. Find new assignments for any people previously assigned to your project
Follow project closure procedures to close the project and update lessons learned. Even when a project is terminated, you still need to close it out.
You are managing a software project, when you find out that a programming team who you were supposed to have access to has been reassigned to another project. What is the first thing that you should do?

A. Figure out the impact that this will have on your project
B. Bring a copy of your project's charter to the other manager, and explain that you need that team for your own project
C. Go to your sponsor and demand the team
D. Figure out a way to compress the project schedule so that you can work with the team if they become available
Figure out the impact that this will have on your project. If a resource is not available to you, it doesn't matter what's in your project charter or what your sponsors and stakeholders want. You need to figure out how to move forward from here, and the first step in doing that is evaluating the impact that this new problem will have on your project.
You are a project manager on a software project. There are several changes that need to be made, and you need to decide how to apply project resources in order to implement them. What do you do?

A. Decide the priority of the changes and announce them to the team
B. You should call a team meeting and invite the stakeholders, so that everyone can reach consensus on the priority
C. Deny the changes because they will delay the project
D. Consult the Change Prioritization Plan for guidance on prioritizing new changes
The project manager must decide the priority of the changes. If the changes need to be made, that means that they were approved. So you can't simply deny them. And you can't call the team in for a meeting, because they need to do the work. Some people may think that the stakeholders need to be involved - but since the change was already approved, you've gotten their buy-in. Now it's up to you to decide the order in which they're implemented.
You're a project manager on a software project. Your team is busy executing the project and creating the deliverables, but there have been several changes requested by stakeholders over the past few weeks. Each time you got one of these changes, you called a meeting with your team and the stakeholders to discuss it. Why did you do this?

A. Every change needs to be evaluated by a change control board
B. You're delegating the work of evaluating changes
C. You do not have a good change control system in place
D. You are using a work authoization system to assign the work
When you get a change request, you need to consult the project management plan and follow the procedures defined in the change control system. It is generally not a good idea to involve the entire team in evaluating each change that comes in - there may be many changes, and if you pull your team off the job for each one, they'll never get their job done.
You are the project manager on a construction project, and you have just received a change request. You consulted the project management plan, and followed the procedures laid out in the Change Control System. You are in the process of reviewing the change and documenting its impact. Your manager asks you why you are doing this. What are you doing by reviewing the change and documenting its impact?

A. Perform Integrated Change Control
B. Monitor and Control Project Work
C. Manage Requested Changes
D. Direct and Manage Execution
Once a change is requested, all of the work that you do with it falls under Perform Integrated Change control, right up until it's approved and you can implement it.
Which of the following is NOT true about the project charter?

A. The project charter defines the requirements that satisfy customer needs
B. The project charter defines the work authorization system
C. The project charter makes the business case that justifies the project
D. The project charter includes the milestone schedule
The work authorization system is defined by the company, and it's external to the project. You can think about it as the rules that you are told to follow in order to assign work in your company. They are part of the Enterprise Environmental Factors, an input to the Develop Project Charter.
You have just verified that all of the work on your project is completed. Which of these things is NOT part of the closing process?

A. Update historical information by documenting lessons learned
B. Document the work performance information to show the deliverables that have been completed and record the lessons learned
C. Verify that all of the deliverables have been accepted by the stakeholders
D. Follow the project closure procedure
The work performance information is documented as part of Direct and Manage Execution. By the time the project closes, it's too late to use the work performance information! That's why it's an input to Monitor and Control Project Work - so you can take corrective action if the work is not being performed well.
Which of the following is NOT true about the Project Management Plan?

A. The project management plan contains the scope management plan
B. The project management plan gives authority to the project manager
C. The project management plan contains the quality baseline
D. The project management plan contains the performance baseline
The project CHARTER authorizes the project manager.
Which of the following is NOT an output of Direct and Manage Project Execution?

A. Work performance information
B. Deliverables
C. Implemented change requests
D. Forecasts
Forecasts: they're used to help predict whether the project will come in on time and within budget. If not, preventive or corrective actions will be needed! But you don't need to know that to know they're not an output of Direct and Manage Project Execution.
You are a project manager starting a new project. Your manager warns you that previous projects ran into trouble. Which of the following would be BEST for you to rely on to help plan your project:

A. Our project management expertise
B. Historical information
C. The change control system
D. Forecasts
Historical information is an important input into Develop Project charter, which is the first process that you perform when you start a new project. Historical information is very important, because it's how you learn about past projects' successes and failures. It's not actually listed as its own input. It's a part of Organization Process Assets - and it really is a huge asset to any organization.
Which is NOT true about the project charter:

A. The project manager must be consulted before the charter is finalized
B The charter is issued by the project sponsor
C. The project manager's authority to manage the project is granted by the charter
D. The charter gives a summary milestone schedule
The project manager may be consulted when the project charter is created, but that's not always the case. It's possible that the project manager for a project is not even known when the charter is created.
Which of the following is NOT an input to the Develop Project Management Plan process?

A. Outputs of the planning processes
B. Project Charter
C. Expert judgment
D. Enterprise environmental factors
While you may employ good judgment in developing your project management plan, Expert Judment is not an input. It's a tool/technique used in the various processes.
You are the project manager on a network engineering project. Two weeks ago, your team began executing the project. The work has been going well, and you are now a day ahead of schedule. Two stakeholders just approached you to tell you that they have an important change that needs to be made. That change will put you behind schedule. What do you do?

A. Implement the change because you're ahead of schedule
B. Refuse to make the change because the stakeholders did not take it to the change control board
C. Refuse to make the change until the stakeholders document it in a change request
D. Make sure the stakeholders know that you're open to change, and tell them to talk to the project sponsor
The first step in handling any change is to document it. that's why change requests are an input to perform integrated change control: the change control process cannot begin until the change is written down.
Which of the following is NOT an output of Perform Integrated Change Control?

A. Approved change requests
B. Rejected change requests
C. Validated defect repair
D. Recommended change requests
Recommended change requests
What is the difference between the following decision techniques for resolving differences in stakeholder needs?

A: Unanimity
B. Majority
C. Plurality
D. Dictatorship
Unanimity: Everyone agrees on the decision

Majority: More than half the people in the group agree on the decision.

Plurality: The idea that gets the most votes wins

Dictatorship: When one person makes the decision for the whole group.
Define Unanimity
Everyone agrees on a decision.
Define Majority
More than half the people in a group agree on a decision
Define Plurality
The idea that gets the most votes wins a decision
Define Dictatorship
One person makes the decision for the whole group
What is the difference between product scope and project scope?
Product scope means the features and functions of the product or service being built.

Project scope means the work that's needed to build the product.
What is the difference between functional requirements and non-functional requirements?
Functional requirements are the behavior of the product.

Non-functional requirements are the implicit expectations about the product.
What is scope management?
Figuring out all of the work that's going to be needed for the project, and making sure only that work is done - and nothing else.
What is the scope management plan?
The scope management plan is created as part of the project management plan. It defines the process you'll use for defining scope and managing changes to it.
Name the five scope management processes, in order.
Collect Requirements
Define Scope
Create WBS
Control Scope
Verify Scope
What collect requirements tool or technique is being used:

The team got together to come up with ideas for the game. As they thought of them, they grouped them on different colored index cards and used thumb tacks to arrange them on a bulletin board by type.
Affinity Diagram
What collect requirements tool or technique is being used:

Ranch Hand Games put a list of questions for people visiting the website to answer in exchange for a game promo coupon.
Questionairre
What collect requirements tool or technique is being used:

The team got together to brainstorm and periodically voted to rank requirements and separate the least important from the most important.
Facilitated Workshop
What is the WBS Dictionary?
The WBS Dictionary is a description of each work package listed in the WBS.
Which of the following is TRUE about a work breakdown structure?

A. It contains work packages that are described in a linear, unstructured list
B. Each item in the WBS represents a feature in the product scope
C. The WBS represents all of the work that must be done on the project
D. The WBS is created by the product sponsor and stakeholders
The WBS represents all of the work that must be done on the project
Which is NOT an output of a scope management process?

A. Business Case
B. WBS Dictionary
C. Requested changes
D. Accepted deliverables
Business Case
Which of the following is NOT TRUE about a work breakdown structure?

A. It describes processes to define the scope, verify work, and manage scope changes
B. It contains a graphical, hierarchical list of all work to be performed
C. It can be broken down by project phase or deliverable
D. It is an important element of the scope baseline
It does NOT describe processes to define the scope, verify work, and manage scope changes
What is the correct order of the scope management processes?
A. Define Scope, Create WBS, Collect Requirements, Scope Verification
B. Collect Requirements, Control Scope, Create WBS, Scope Verification
C. Collect Requirements, Define Scope, Create WBS, Scope Verification
D. Collect Requirements, Scope Baseline, Define Scope, Control Scope
Collect Requirements, Define Scope, Create WBS, Scope Verification
You are managing a software project. Your team has been working for eight weeks, and so far the project is on track. The lead programmer comes to you with a problem: there is a work package that is causing trouble. Nobody seems to know who is responsible for it, the accounting department does not know what cost center to bill it against, and it's not even clear exactly what work should be performed. Which of the following would BEST help this situation?

A. Alternatives Analysis
B. WBS Dictionary
C. Scope Management Plan
D. Scope Verification
WBS Dictionary
The goal of Verify Scope is:

A. To inspect the scope statement for defects so that it is correct
B. To gain formal acceptance of the project deliverables from the sponsor and stakeholders
C. To get everyone in the project working together towards a common goal
D. To verify that all PMBOK Guide processes are complied with
To gain formal acceptance of the project deliverables from the sponsor and stakeholders
Historical information and lessons learned are part of:

A. Organizational process assets
B. Enterprise environmental factors
C. Project management information system (PMIS)
D. Work performance information
Organizational process assets
You've taken over as a project manager on a highway construction project, and the execution is already underway. Your sponsor tells you that moving forward, all asphalt should be laid down with a 12" thickness. the scope statement and the WBS call for 9" thick asphalt. What is the BEST course of action?

A. Look for a cheaper supplier so the cost impact is minimized
B. Tell the sponsor that the work is already underway, so you can't accommodate his request
C. Refuse to alter the plans until the change control system has been used
D. Tell the team to accommodate the request immediately
Refuse to alter the plans until the change control system has been used
Which of the following BEST describes the purpose of a traceability matrix?

A. It describes how WBS Dictionary entries are traced to work packages, and how work packages are decomposed from deliverables
B. It's used to make sure that all of the sub-plans of the Project Management Plan have been created
C. It helps you understand the source of each requirement, and how that requirement was verified in a later deliverable
D. It's used to trace the source of every change, so that you can keep track of them through the entire Control Scope process and verify that the change was properly implemented
It helps you understand the source of each requirement, and how that requirement was verified in a later deliverable
It's the end of execution for a large highway construction project. The work has been done, and the workers are ready to pack up their equipment. The project manager and project sponsor have come by with specialists to check that each requirement has been met, and that all of the work in the WBS has been performed. What process is being done?

A. Control Scope
B. Verify Scope
C. Scope Testing
D. Define Scope
Verify Scope
You have just been put in charge of a project that is already executing. While reviewing the project documentation, you discover that there is no WBS. You check the Scope management plan and discover that there should be one for this project. What is the BEST thing for you to do:

A. Immediately alert the sponsor and make sure the project work doesn't stop
B. Stop project work and create the WBS, and don't let work continue until it's created
C. Make sure you closely manage communications to ensure the team doesn't miss any undocumented work
D. Mark it down in the lessons learned so it doesn't happen on future projects
Stop project work and create the WBS, and don't let work continue until it's created
A project manager on an industrial design project finds that the sponsor wants to make a change to the scope after it has been added to the baseline, and needs to know the procedure for managing changes. What is the BEST place to look for this information?

A. WBS
B. Scope management plan
C. Change request form template
D. Business Case
Scope Management Plan
You have just started work on a Project Scope Statement. You are analyzing the expected deliverables, when you discover that one of them could be delivered in three different ways. You select the best method for creating that deliverable. What is the BEST way to describe what you are doing?

A. Alternatives analysis
B. Decomposition
C. Devfine Scope
D. Stakeholder Analysis
Alternatives Analysis
You're the project manager on a software project. Your team has only completed half of the work, when the sponsor informs you that the project has been terminated. What is the BEST action for you to take?

A. Verify the deliverables produced by the team against the scope, and document any place they do not match
B. Call a team meeting to figure out how to spend the rest of the budget
C. Work wit the sponsor to see if there is any way to bring the project back
D. Tell the team to stop working immediately
Verify the deliverables produced by the team against the scope, and document any place they do not match
You are managing an industrial design project. ONe of your team members comes to you with a suggestion that will let you do more work while at the same time saving the project 15% of the budget. What is the BEST way for you to proceed?

A. Tell the team to make the change because it will deliver more work for less money
B. Refuse to make the change until a change request is documented and change control is performed
C. Refuse to consider the change because it will affect the baseline
D. Do a cost-benefit analysis and then make sure to inform the sponsor that the proejct scope changed
Refuse to make the change until a change request is documented and change control is performed
You are the project manager for a telecommunications project. You are working on the project scope statement. Which of the following is NOT included in this document?

A. Authorization for the project manager to work on the project
B. Requirements that the deliverables must meet
C. A description of the project objectives
D. The list of deliverables that must be created
Authorization for the project manager to work on the project
Which of the following is NOT an input to Control Scope?

A. WBS Dictionary
B. Approved change requests
C. Requested changes
D. Project scope statement
Requested changes
Which of these processes is not a part of Scope Management?

A. Scope Identification
B. Collect Requirements
C. Control Scope
D. Scope Verification
Scope identification
You are the project manager for a new project, and you want to save time creating the WBS. Which is the BEST way to do this?

A. Make decomposition go faster by cutting down the number of deliverables
B. Use a WBS from a previous project as a template
C. Don't create the WBS Dictionary
D. Ask the sponsor to provide the work packages for each deliverable
Use a WBS from a previous project as a template
The project manager for a design project is using the Define Scope process. Which BEST describes this?

A. Creating a document that lists all of the features of the product
B. Creating a plan for managing changes to the scope baseline
C. Creating a document that describes all of the work the team does to make the deliverables
D. Creating a graphical representation of how the phases or deliverables decompose into work packages
Creating a document that describes all of the work the team does to make the deliverables
You are the project manager for a construction project. You have completed project initiation activies, and you are now creating a document that describes processes to document the scope, decompose deliverables into work packages, verify that all work is complete, and manage changes to the baseline. What process are you performing?

A. Develop Project Management Plan
B. Define Scope
C. Create WBS
D. Develop Project Charter
Develop Project Management Plan
You are a project manager working on a project. Your sponsor wants to know who a certain work package is assigned to, what control account to bill it against, and what work is involved. What document do you refer her to?

A. Scope Management Plan
B. WBS
C. WBS Dictionary
D. Scope Statement
WBS Dictionary
You are the project manager for a software project. One of the teams discovers that if they deviate from the plan, they can actually skip one of the deliverables because it's no longer necessary. They do the calculations, and realize they can save the customer 10% of the cost of the project without compromising the features in the product. They take this approach, and inform you the following week what they did during the status meeting. What is the BEST way to describe this situation?

A. The project team has taken initiative and saved the customer money
B. A dispute is resolved in favor of the customer
C. The team informed the project manager of the change, but they should have informed the customer too
D. The team did not follow the Control Scope process
The team did not follow the control scope process
Which of the following BEST describes the purpose of the project scope statement?

A. It describes the features of the product of the project
B. It is created before the scope management plan
C. It decomposes deliverables into work packages
D. It describes the objectives, requirements, and deliverables of the project, and the work needed to create them
It describes the objectives, requirements, and deliverables of the project, and the work needed to create them
26. A project manager at a cable and networking company is gathering requirements for a project to build a new version of their telecommunications equipment. Which of the following is NOT something that she will use?

A. Specific descriptions of work packages that will be developed
B. One-on-one interviews with the senior executives who need the new equipment for their teams
C. An early working model of the telecommunications equipment to help get feedback from stakeholders
D. Notes that she took while being "embedded" with the team that will eventually use the equipment being developed
Specific descriptions of work packages that will be developed
Which of the following is NOT an output of Collect Requirements?

A. Requirements Observations
B. Requirements Traceability Matrix
C. Requirements Documentation
D. Requirements Management Plan
Requirements Observations
What is float?
The float for an activity is the amount that its duration can slip without causing the project to be delayed. The float for any activity on the critical path is zero.
You're managing a project, when your client tells you that an external problem happened, and now you have to meet an earlier deadline. Your supervisor heard that in a situation like this, you can use schedule compression by eaither crashing or fast-tracking the schedule, but he's not sure which is which. What do you tell him?

A. Crashing the project adds risk, while fast-tracking adds cost.
B. When you crash a project, it always shortens the total duration of the project.
C. Crashing the project adds cost, while dfast-tracking adds risk
D. When you fast-track a project, it always shortens the total duration of the project.
Crashing the project adds cost, while fast-tracking adds risk
You are managing a software project. Your QA manager tells you that you need to plan to have her team start their test planning activity so that it finishes just before testing begins. But other than that, she says it can start as late in the project as necessary. What's the relationship between the test planning activity and the testing activity?

A. Start-toStart (SS)
B. Start-to-finish (SF)
C. Finish-to-Start (FS)
D. Finish-to-Finish (FF)
Finish-to-start
You're managing an industrial design project. You've come up with the complete activity list, created network diagrams, assigned resources to each activity, and estimated their durations. What's the next thing that you do?

A. Use Rolling Wave Planning to compensate for the fact that you don't have complete information
B. Create the schedule
C. Consult the project scope statement and perform Sequence Activities
D. Use fast-tracking to reduce the total duration.
Create the schedule
How do you calculate early start (ES) of an activity?
Look at the early finish (EF) of the previous activity and add one. If there's more than one predecessor, then you take the largest EF and add one.
How do you calculate late finish (LF) of an activity?
Look at the following activity, take its LS (late start), and subtract one. If there's more than one following activity, use the one with the lowest LS.
Which of the following is NOT an input to Develop Schedule?

A. Activity list
B. Project schedule network diagrams
C. Resource calendars
D. Schedule baseline
Schedule baseline
Three members of your project team want to pad their estimates because they believe there are certain risks that might materialize. What is the BEST way to handle this situation?

A. Estimate the activities honestly, and then use a contingency reserve to cover an unexpected costs
B. Allow more time for the work by adding a buffer to every activity in the schedule
C. Tell the team members not to worry about it, and if the schedule is wrong it's okay for the project to be late
D. Crash the schedule
Estimate the activities honestly, and then use a contingency reserve to cover any unexpected costs
Which of the following tools is used for adding buffers to a schedule?

A. Three-point estimates
B. Critical chain method
C. Expert judgment
D. Critical path analysis
Critical chain method is a technique that's part of Develop Schedule that lets you figure out how to handle the proelems that come with having limited resources. You use it to shuffle both activities and resources on your critical path. One important aspect of the critical chain method is that you can use it to add buffers to the schedule to reduce the risk of certain activities
You're managing an interior decoration project, when you find out that you need to get it done earlier than originally planned. You decide to fast-track the project. This means:

A. Starting the project sooner and working overtime
B. Assigning more people to the tasks at a greater total cost, espectially for activities on the critical path
C. Starting activities earlier and overlapping them more, which will cost more and could add risks
D. Shortening the durations of the activities and asking people to work overtime to accommodate that.
Starting activities earlier and overlapping them more, which will cost more and could add risks
Slack is a synonym for:

A. Float
B. Lag
C. Buffer
D. Reserve
Float
You're managing a construction project. You've decomposed work packages into activities, and your client needs a duration estimate for each activity that you come up with. Which of the following will you use for this?

A. Milestone list
B. Activity list
C. Critical path analysis
D. Project schedule network diagram
Activity List
What's the correct order of the Time Management planning processes?

A. Sequence activities, define activities, estimate activity resources, estimate activity durations, develop schedule
B. Define activities, sequence activities, develop schedule, estimate activity resources, estimate activity durations
C. Define activities, sequence activities, estimate activity resources, estimate activity durations, develop schedule
D. Develop schedule, define activities, sequence activities, estimate activity resources, estimate activity durations
Define activities, sequence activities, estimate activity resources, estimate activity durations, develop schedule
Which of the following is NOT a tool or technique used in Estimate Activity Durations?

A. SWAG Estimation
B. Parametric Estimation
C. Analogous Estimation
D. Three-Point Estimation
SWAG Estimation is NOT

Parametric estimating is when you plug values into a formula, program, or spreadsheet and get an estimate. Analogous estimating uses similar activities from past projects to calculate new estimates. Three-point estimating uses an optimistic, pessimistic, and realistic estimate.
You're managing a project to build a new project management information system. You work with the team to come up with an estimate of 27 weeks. In the best case, this could be shortened by two weeks because you can reuse a previous component. But there's a risk that a vendor delay could cause the project to be delayed by five weeks. Use PERT to calculate a three-point estimate for this project.

A. 25.83 weeks
B. 26 weeks
C. 27.5 weeks
D. 28.3 weeks
27.5 Weeks

(25 + 27*4 + 32) / 6
You're managing a software project, when your customer informs you that a schedule change is necessary. Whcih is the BEST thing to do?

A. Consult the schedule managemnet plan
B. Notify the team and the sponsor that there's going to be a schedule change
C. Influence the factors that cause change
D. Refuse to make the change because there's already a schedule baseline
Consult the schedule management plan
Your company has previously run other projects similar to the one you're currently managing. What is the BEST way to use that information?

A. Check the organizational process assets for lessons learned and other information about the past projects
B. Use parametric estimation to estimate your project based on past projects' performance
C. start from scratch because you don't want mistakes from past projects to influence you
D. Reuse the project management plan from a past project
Check the organizational process assets for lessons learned and other information about the past projects
You're planning the schedule for a highway construction project, but the final date you came up with will run into the next budget year. The state comes up with capital from a reserve fund, and now you can increase the budget for your resources. What's the BEST way to compress the schedule?

A. Go back to your three-point estimates and use the most optimistic ones
B. Use the extra budget to increase your contingency reserve
C. Hire more experts to use expert judgment so your estimates are mor e accurate
D. Crash the schedule
Crash the schedule
You're managing a software project. You've created the schedule, and you need to figure out which activities absolutely cannot slip. You've done critical path analysis, identifying the critical path and calculating the early start and early finish for each activity. Which activities cannot slip without making the project late?

A. The ones with the biggest difference between ES and LF
B. The activities on the critical path
C. The activity with the most lag
D. The last activity in the project, because it has no float
The activities on the critical path cannot slip.
You're managing a construction project. You've decomposed work packages into activities, and your client needs a duration estimate for each activity that you came up with. Which of the following BEST describes what you are doing?

A. Evaluating each activity to figure out how much effort it will take
B. Estimating the number of person-hours that will be required for each activity
C. Understanding, in calendar time, how long each activity will take
D. Estimating how many people it will take to perform each activity
Understanding, in calendar time, how long each activity will take