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13 Cards in this Set
- Front
- Back
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The Project Manager is always responsible for:
a) Ensuring that the project is highly profitable. b) Hiring and firing members of the project team. c) Selecting projects that can be accommodated. d) Determining what processes are appropriate. |
D) Chapter 3
Choice A is out because projects don't have to be profitable, choice B is out because project managers may not have the authority to hire and fire; project managers don't always get to choose the projects they work on, so choice C is out. |
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2) When one large project has several smaller projects within it, this is known as:
a) Project subprojects. b) Program projects. c) Operation project portfolio. d) Project life cycle or product life cycle. |
A) Section 3.2
Subprojects are typically referred to as projects and managed as such. They may be managed by a less-experienced project manager. |
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3) Deliverable acceptance can be improved by:
a) Assigning a PMP as a project manager. b) Paying incentive premiums. c) Letting the customer determine the deliverables. d) Involving the stakeholders during initiation. |
D) Section 3.3
Choice A is out because having a PMP does not gaurantee success; for choice B, some people are not motivated by dollars; for choice C, the customer may not know all the deliverables that may need to be produced. |
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4) Which process is primarily concerned with authorizing the project or project phase?
a) Scope Initiation. b) Develop ProjectCharter. c) Project Planning Process. d) Develop Project Scope |
B. Section 3.3.1
Choices A,C, and D are not processes defined within the PMBOK Guide. |
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5) The initiating process group consists of which two processes?
a) Develop Project Charter and Identify Stakeholders. b) Develop a Scope Statement and Initiation. c) Devolop Project Chartet and Initiation. d) Initiation and Develop a Scope Statement. |
A) Section 3.3.
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6) All of the following are inputs to the Develop Project Charter process Except:
a) The contract. b) Enterprise enviormental factors. c) The project statement of work. d) The project charter. |
D) Section 3.3.1
The project charter is the output of the develop charter process. |
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7) Results of project iterations should always be documented as updates to:
a) The project management plan. b) The project statement of work. c) The communication matrix. d) The risk register. |
A) Section 3.4
Iterations bring clarity to the different knowledge areas. Updating the project management plan is necessary in order to keep in step with the changes occurring on the project. |
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8) Significant changes occuring throughout the project life cycle can trigger:
a) A rewrite of the project charters. b) The need to revisit one or more of the planning processes or some of the inintiating processes. c) Assignment of a new project manager. d) Cancellation of the project. |
B) Section 3.4.
For choices A, C, and D, although the project charte may be re-written, the project manager re-assigned or the project cancelled, the more accurate statemnt from PMI's standpoint is that the project manager should revisit various planning processes to determine what may need to change, if anything. |
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9) Which definition defines the planning process group?
a) It integrates people and other resources to carry out the project management plan for the project. b) It defines and authorizes the project. c) It formalizes the acceptance of the product, service or result of the project. d) It defines and refines objectives, and plans the course of action required to attain the objectives and scope of the project. |
D) Section 3.4
Choice A is the definition of the executing process group; choice B is the definition of the initiating process group; choice C is the definition of the closing process group. |
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10) ________ coordinate(s) people and other resources to carry out the plan.
a) Resource planning. b) Resource leveling. c) Controlling processes. d) Executing processes. |
D) Section 3.5
This is the definition of the executing process group. |
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11) The process which uses earned value management to aide in understanding variances in performance is called:
a) Control Scope. b) Control Costs. c) Monitor and Control Risks. d) Administer Procurements. |
B) Section 7.3
Earn value management (EVM) measures project performance in terms of dollars. |
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12) As the project manager of a large residential construction project, you find that the developer has identified three new landscaping designs to the investors, even though the contract has been signed and construction has begun. In your estimate, all three designs would add $10,000 to $30,000 to the landscaping budget. You ask for a meeting with key stakeholders immediately to address this potential variance. Your are exercising:
a) Scope control. b) Scope baselining. c) Budget management. d) Conflict management. |
A) Section 5.5.
Before these new designs become a cost issue, the project manager must facilitate the discussion to determine if these requested changes will be in or out of scope. |
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13) The process that provides the seller with formal written notice that a legal agreement has been completed is called:
a) Claims Management. b) Close Procuremtents. c) Administer Contract. d) Close Projects or Phase. |
B) Section 12.4
Contracts are legally binding agreements and require formal closure. |
