Project Management

Front 1

Key stakeholders include all of the following except the ____________.

Back 1

company top management

( Feedback: Company top management is a stakeholder, but not a key stakeholder. The most central stakeholders are the project manager, the customer, and the project team. Other key stakeholders include the sponsor (possibly a representative of top management) and the functional managers. )

Front 2

An example of a project is ___________________.

Back 2

An example of a project is ___________________.

Front 3

The major advantage of the projectized system is___________.

Back 3

the customer and deliverable focus

( Feedback: In a projectized system, the sole purpose of the organization is to accomplish the goals of the project. It does not share resources, which may lead to very high costs. It is rarely used because of its cost, but it would be our dream system if we could get it. Projects would be done faster and better. The career opportunities are limited because the group just disbands when the project is complete. )

Front 4

The three success factors are often treated as tradeoff factors for decisions. Which other area of knowledge is the fourth tradeoff factor?

Back 4

Risk

Front 5

In many projects, especially software development, as the deadline approaches, decisions are made to leave some features “for the next release.” This is a tradeoff between which two success factors?

Back 5

Scope for time

Front 6

The number one source of problems on projects is ____________.

Back 6

resources

Front 7

A tool and technique that shows up in every process is ________________.

Back 7

project management methodology

Front 8

A major advantage of housing a project within a functional area is _____________.

Back 8

more access to resources

( Feedback: Focusing on the customer (answer A) is important, but it is LESS likely to occur in a functional area. There will actually be less focus on the customer. The thought process will tend to be more parochial, limited to the needs and expertise within that department. The project manager will be subservient to the functional manager in this case, so will have less authority. This leaves ”b” as the correct answer. Since the resources are within the functional organization for the most part, there will be better access if the project is housed there.

Front 9

The layers in the functional organization are part of the ___________.

Back 9

hierarchy

( Feedback: The functional organization uses a hierarchy. A “lean system” is a hierarchy with few layers, designed to keep everyone close to the work. If the functional system is divided vertically, we get departments. )

Front 10

The major disadvantage of the projectized system is __________.

Back 10

its cost

( Feedback: In a projectized system, the sole purpose of the organization is to accomplish the goals of the project. It does not share resources, which may lead to very high costs. The projectized system is rarely used because of its cost, but it would be our dream system if we could get it. Projects would be done faster and better. The career opportunities are limited because the group just disbands when the project is complete.)

Front 11

In many projects, especially software development, as the deadline approaches, decisions are made to leave some features “for the next release.” This is a tradeoff between which two success factors?

Back 11

Scope for time

Front 12

The responsibilities of the project manager include all of the following, except _________.

Back 12

selecting the project manager

Front 13

The successive stages that a project goes through are together known as the project's _____________.

Back 13

life cycle

Front 14

A tool and technique that shows up in every process is ________________.

Back 14

project management methodology

Front 15

The PMBOK used to recognize eight areas of knowledge, before a ninth was added. Many still view the nine as eight plus one to tie the others together. Which area of knowledge ties the others together?

Back 15

Integration

Front 16

“Change requests” is an input into which process?

Back 16

Integrated change control

Front 17

A project manager must have all of the following skills, except _________.

Back 17

technical skills

Front 18

One of the outputs from change control feeds back into an earlier process. This earlier process is the ____________.

Back 18

Project management plan updates

Front 19

The best reason for managing work as a project with a project manager is ______________.

Back 19

to focus responsibility and authority on an individual or small group

Front 20

One of the outputs from change control feeds back into an earlier process. This earlier process is the ____________.

Back 20

Project management plan updates

Front 21

The term “configuration management” refers to _____________________.

Back 21

change management, especially where version control is an issue.

Front 22

The mechanism by which the project manager controls what work is being done at any given time is called the __________________.

Back 22

work authorization system

Front 23

Which of the following is not a PMBOK Area of Knowledge?

Back 23

Decision Making

Time, cost, scope, Risk, Human Resources, Communication, Quality, Procurement and Integration.

Front 24

From a human resources perspective, what is the biggest problem associated with working in a project environment?

Back 24

Working for multiple bosses at the same time.

Front 25

The term “configuration management” refers to _____________________.

Back 25

change management, especially where version control is an issue.

Front 26

What is the main reason that project management experience is becoming a prerequisite for high-level positions?

Back 26

Running a project is like running an independent organization.

Front 27

If a customer recommends a change in your project, you should ________________.

Back 27

follow the process established for change control

Front 28

The title that gives the most authority to the project manager is _________.

Back 28

Program Manager

( Feedback: The titles are listed in decreasing order of authority. “Project Coordinator” and “Project Leader” are titles that are usually given prior to elevating project management to a formal status. A “Program” is usually larger than any individual project. )

Front 29

The one word that best sums up the role of the project manager is _____________.

Back 29

facilitator

Front 30

The three success factors are often treated as tradeoff factors for decisions. Which other area of knowledge is the fourth tradeoff factor?

Back 30

Risk

Front 31

In the functional organization, the project manager’s authority is ______________.

Back 31

almost non-existent

Front 32

A project is ____________.

Back 32

a temporary endeavor undertaken to create a unique product, service or result

Front 33

The major distinction between a functional manager and a project manager is ____________.

Back 33

the project manager is a facilitator, the functional manager a supervisor
( Feedback: The project manager facilitates the work done by others. The functional manager, as a supervisor, generally chooses the technical approach and chooses who works on the project from their group. So answers A and D may be generally true, but they are not the most important distinction between the functional manager and the project manager. Answer B may or many not be true, depending on the type of organization. )

Front 34

The stakeholder providing the funding for the project is ___________.

Back 34

the sponsor

Front 35

Initiation is one of the project management processes, the first chronologically in a real project. Which area of knowledge contains this process?

Back 35

Integration

Front 36

In general, differences between stakeholders should be resolved in favor of the ___________.

Back 36

customer

Front 37

The focus of a functional organization is on _____________.

Back 37

specialization of work

Front 38

Three of the areas of knowledge represent the softer side, or the people side, of management. These are _______________________.

Back 38

Integration, HR, and Communications

Front 39

A major disadvantage of housing the project within a functional area is________________.

Back 39

the tendency to sub-optimize the work

Front 40

The mechanism by which the project manager controls what work is being done at any given time is called the __________________.

Back 40

work authorization system

Front 41

Three of the areas of knowledge represent the softer side, or the people side, of management. These are _______________________.

Back 41

Integration, HR, and Communications

Front 42

What are the 8 areas of knowledge?

Back 42

Integration,
Quality, Procurement,
Time, Cost, Scope, Risk,
Human Resources, Communication,

Front 43

“Change requests” is an input into which process?

Back 43

Integrated change control

Front 44

Success of a project is measured by _______________.

Back 44

Scope, Time, and Cost

Front 45

If a customer recommends a change in your project, you should ________________.

Back 45

follow the process established for change control

Front 46

The shared values, norms, beliefs and expectations of an organization is its _____________.

Back 46

culture

( Feedback: The culture ties together the structure, system, and people. Many different cultures can result from the same or similar organizational structures, systems, or people. )

Front 47

A project manager most often reports to _______.

Back 47

the sponsor

Front 48

"Tweed coat" management refers to managing___________.

Back 48

team members with a high degree of technical education or expertise

Front 49

Success of a project is measured by _______________.

Back 49

Scope, Time, and Cost

Front 50

Project Management is defined as _______________________.

Back 50

the application of knowledge, skills, and techniques to project activities to meet requirements

Front 51

The blend of the functional and projectized structures is the _____________.

Back 51

matrix

( Feedback: The matrix is an attempt to get the best of both structures. Whether it achieves that depends on the situation. Pure project (answer C) is another way of describing a projectized structure. “Coordinator systems” and “expeditor forms” are weak attempts to do projects in the functional system without changing that system. )

Front 52

Explain the process of defining the project scope.

Back 52

Once a system is set up for handling scope, the scope can be defined. The preliminary project scope statement began to define scope and the project manager will use that and the project scope management plan to create the project scope statement. Project scope definition also uses the project charter and organizational process assets. During scope definition, the project manager and project team decide what will or will not be included in the project. The process of defining the scope yields the project scope statement and changes and updates to the scope. The project manager should perform product analysis to understand what the project requires and what deliverables can accomplish those goals. Stakeholder analysis examines the needs and wants of the stakeholders so that the project can meet as many of those needs and wants as possible.

Front 53

What are control limits?

Back 53

Control limits define the area three standard deviations on either side of the centerline, or mean, of data plotted on a control chart. Do not confuse control limits with specification limits. Control limits reflect the expected variation in the data. Bi latral specification/tolerances have two limits on both side of the tolerances which is not appreciated in the Unilatral tolerances.

Front 54

What is the formula for point of total assumption in contracting?

Back 54

PTA is the point above which the seller bears all the loss of a cost overrun in a fixed price plus incentive contract.

PTA = ((Ceiling Price - Target Price)/buyer's Share Ratio) + Target Cost

Example: target Cost = 1,000,000; Fixed Fee = 100,000; benefit/cost sharing = 80%/20%; Price ceiling = 1,200,000

PTA = {(1,200,000 - (1,000,000+100,000))/0.80}+1,000,000 = 1,125,000

Front 55

Define colocation

Back 55

Co-location means moving all the team members into one area to work. The project manager may move all the desks into one area of the building or create a war room, a room where the team can meet regularly to discuss and work. The physical co-location is especially important in a functional or matrix organization where the team may otherwise have little feeling of team unity. With a virtual team, it may be difficult or impossible to get the entire team together in one place, even once. However, every effort should be made to bring the team together in one location. Where possible, the team should work in the same room or same part of the building so that communication is easier and conflict, due to lack of communication, is reduced.

Front 56

List some components of individual integrity in project management.

Back 56

Individual integrity includes following project management processes. When project managers cut out steps to shorten the project, their choices may hurt the project and the stakeholders. When management misunderstands project management and wants to skip steps, the project manager must insist on completing the steps. Individual integrity also includes confronting impossible requirements rather than ignoring them or attempting to complete them when it is impossible to do so. Project managers must display truthfulness in reports and statements to management, stakeholders and the public. Truthfulness can mean honest answers, but also includes reporting negative facts rather than hiding them. Individual integrity in project management requires the project manager to fulfill the project's scope and every requirement.

Front 57

Define normal distribution, standard deviation and sigma.

Back 57

Normal distribution--A bell curve probability density distribution. It helps project managers calculate variation in expected time, quality or other estimation.

Standard deviation--The range of the probability curve or the distance away from the mean. The formula is (P-O) / 6 where P is the pessimistic estimation and O is the optimistic estimation.

Sigma--Standard deviation is also known as sigma. The sigma number represents the percent of the bell curve that will be included between the two control limits. For example, a 3 sigma means that 99.73% of the bell curve is between the control limits and a 6 sigma means that 99.99985% of the curve is between the limits.

Front 58

Describe scope management.

Back 58

Scope management ensures that all the work is completed and no additional work is added without proper approval. Most projects will have some scope creep when problems arise or new ideas are presented. The goal of scope management is to keep the project within reasonable limits. To manage scope, project managers may use a scope plan, a scope definition, a work breakdown structure, scope control and scope verification. Scope management allows for change as long as that change comes through an organized approval system. Scope management also includes product scope, which deals with the requirements of the final output. The processes of scope management are dealt with in the planning and monitoring and controlling process groups.