Pmp - Chapter 2 - Framework - Jwill

Front 1

1) Projects create unique deliverables which include all of the following Except:

a) Activities.
b) Products.
c) Services.
d) Results.

Back 1

A) Section 1.2

Activities are performed to create a deliverable.

Front 2

2) The capability of a business to perform a service is an example of:

a) A project scope statement.
b) A project deliverable.
c) A project objective.
d) A project milestone.

Back 2

B) Section 1.2, Glossary

Some projects are initiated to enable an organization to perform a service.

Front 3

3) An outcome or document from performing project management processes and activities is called a:

a) Product.
b) Result.
c) A project objective.
d) A project milestone.

Back 3

B) Section 1.2, Glossary

A product is an artifact such as material or goods.

Front 4

4) One of the goals of portfolio management is to carefully select projects and programs that will:

a) Centralize management of a program.
b) Meet the organization's strategic objectives.
c) Coordinate benefits of related projects.
d) Manage ongoing work directly.

Back 4

B) Section 1.4.1.

Portfolios and projects are selected based on the organization's specific goals.

Front 5

5) Projects are typically authorized as a result of all of the following Except:

a) Technological advance that could benefit the organization.
b) Legal requirement.
c) Market demand.
d) Project manager's prior experience.

Back 5

D) Section 1.4.3.

A project could be authorized as a result of organizational needs, but not based on the past experiences of project mangers.

Front 6

6) A category of projects that is defined in terms of the product, the type of customer or the industry sector is a/an:

a) Portfolio.
b) Program.
c) Application area.
d) Project.

Back 6

C) Chapter 1, Glossary.

Application areas differ from industry to industry.

Front 7

7) To provide better ______ of projects, projects can be divided into phases.

a) Risk management.
b) Integration management.
c) Outsourcing.
d) Control.

Back 7

D) Section 2.1.3.

Front 8

8) A phase-end review:

a) Must be used to initiate the subsequent phase.
b) Can have an explicit goal of obtaining authorization to continue.
c) Induces a quality audit.
d) Can be delayed until project closure.

Back 8

B) Section 2.1.3.1

Phase-end reviews are preferable but not required, so choice A is out; for choice C, a quality audit is not defined as part of a phase-end review; by definition, phase-end reviews are performed during the project life, so choice D is out.

Front 9

9) An application area is defined as:

a) Something that happens on occassion.
b) A category of projects that have common components.
c) A collection of projects or programs.
d) The process of making deeded information available to stakeholders.

Back 9

B) Chapter 1, Glossary.

Choice is the definition of an event; choice C is the definition of a portfolio: choice D is the definition of the distribute information process.

Front 10

10. PMI members must adhere to:

a) Customer quality assurance policies.
b) Federal, state and local laws.
c) A "code of ethics".
d) Good business practices.

Back 10

C) Section 1.1

Front 11

The primary purpose of the PMBOK Guide is to identify that subset of the Project Management Body of Knowledge that is generally recognized as good practice. "Generally recognized" means:

a) That the knowledge and practices described are applicable to most projects most of the time, and that there is widespread consensus about their value and usefulness.
b) Providing a general overview as opposed to an exhaustive description.
c) That the correct application fo these skills, tools, and techniques can enhance the chances of success over a wide range of different projects.
d) That is used as a reference to settle lawsuits arising from cost overruns.

Back 11

A) Section 1.1

Front 12

12) Projects can have intended an unintended ________ social impacts.

a) Positive and/or negative.
b) Legal and/or illegal.
c) Team
d) International.

Back 12

A) Section 1.2

Front 13

13) During the closing phase of a project, employments are concerned about theire next assignment in which type of organizational structure?

a) Projectized.
b) Strong matrix.
c) Balanced matrix.
d) Functional.

Back 13

A) Sectioin 2.4.2.

A project-based organization derives its revenues from performing projects. Once the project is complete, there may not be another project to move to.

Front 14

14) What impact does a functional organization have on project team developement if the team is totally within the functional department?

a) Team development is simplified.
b) Team development becomes more complex.
c) Team development is not impacted.
d) Team development does not take place in functional organizations.

Back 14

A) Section 2.4.2

Team members are accountable primarily to the functional manager who should provide the appropriate support in delivering on projects.

Front 15

15) General management skills provide much of the foundations for building project management skills. However, managing a project requires additional competencies of:

a) Negotiating to acquire adequate resources.
b) Motivating and inspiring team members.
c) Effecting tradeoffs concerning project goals.
d) Understanding health and safety practices.

Back 15

C) Section 2.3

Negotiating, motivating, manuevering through politics are examples of general management and interpersonal skills.