Bootcamp Chapter 5

Question 1

When is a project considered successful?

A. When extra features have been added that the customer really likes
B. When senior management is happy with the project outcome and declares the project complete
C. When the project manager is promoted because of the way he or she managed the project
D. When the project meets stakeholder expectations

Answer 1

ANSWER: D

Question 2

You have just joined Games R Us, and have been given a new project to manage. Your sponsor wants to meet with you to discuss your roles and responsibilities. Which of the following is not a responsibility of the sponsor?

A. Developing the project management plan
B. Providing resources for the project
C. Communicating about the project to higher levels of management
D. Protecting the project from changing

Answer 2

ANSWER: A

Answers B, C, D are the responsibilities of the project sponsor. Answer A is the responsibility of the project manager

Question 3

Which technique should you use to determine the difference between the baseline and actual performance?
A.  Variance analysis
B.  Gap assessment
C.  Inspection
D.  Project analysis

Answer 3

ANSWER: A

Variance analysis is “a technique for determining the cause and degree of difference between the baseline and actual performance”

Question 4

Which of the following techniques can help prevent scope creep?

A. Kaizen
B. Benchmarking
C. Work authorization system
D. Life-cycle costing

Answer 4

ANSWER: C

Work authorization system is a set of formal procedures that defines how project work will be authorized in order to ensure that work is done by the right resources, at the right time, in the right order

Question 5

Various breakdown structures can be used on a project. Which of the following is not an example of a breakdown structure?

A. Risk breakdown structure
B. Organizational breakdown structure
C. Resource breakdown structure
D. Cost breakdown structure

Answer 5

ANSWER: D

There is no Cost Breakdown structure

Question 6

Project Scope Management involves doing the work required to complete the project successfully:

A. Along with the creation of a scope management plan
B. No more, no less
C. In the eyes of all key stakeholders
D. At least one time in each project

Answer 6

ANSWER: B

PMBOK describes scope management as the processes to ensure that “all of the work required, and only the work required” is completed successfully.

Question 7

During the Collect Requirements process, you should ensure that requirements documentation contains requirements that are:

A. Acceptable to the project team
B. Within the project budget
C. Testable
D. Explained at a high level in order to allow room for adjustment

Answer 7

ANSWER: C

PMBOK states the requirements need to be unambiguous, meaning they are measurable and testable.

Question 8

Scope creep means that additional work is done. Which of these is an example of scope creep?

A. Work included in the project charter
B. Work in approved change requests
C. Work to deliver more function than requested
D. Work further decomposed within the WBS

Answer 8

ANSWER: C

Scope creep is defined as adding features and functionality without addressing the effects on time, costs, and resources, or without customer approval. C is correct because it clearly indicates an increase in functionality without approval by the customer.

Question 9

What is scope creep?

A. Meeting the expectations of stakeholders
B. Providing customers with extras not originally included in the project charter or project plan in an effort to exceed their expectations
C. One of the key elements at the disposal of the project manager
D. Something endorsed by the PMI

Answer 9

ANSWER: B

Scope creep is always considered to be bad.

Question 10

It is generally accepted that scope creep does not add___to the project

A. Time
B. Cost
C. Value
D. Resources

Answer 10

ANSWER: C

Scope creep undermines project value by adding extras without consideration of their impact on time, costs, or resources.

Question 11

____ is defined as the features and functions that characterize the product, service or result of the project.

A. project scope
B. Boundary-based scope
C. Foundational scope
D. Product scope

Answer 11

ANSWER: D

Product scope refers to “the features and functions that characterize a product, service, or result”

Question 12

____ is defined as the work required to deliver the product, service or result.

A. Project scope
B. Boundary-based scope
C. Foundational scope
D. Product scope

Answer 12

ANSWER: A

Project scope is “the work performed to deliver a product, service or result with the specified features and functions”

Question 13

Typically, what is project scope detailed, managed, and measured against?

A. The scope statement
B. The project management plan
C. The statement of work
D. The project charter

Answer 13

ANSWER: B

A, C and D are components of the project management plan and either define or influence the definition of project scope

Question 14

Which of the following is not one of the Project Scope Management processes?

A. Collect Requirements
B. Define Structure Control
C. Validate Scope
D. Control Scope

Answer 14

ANSWER: B

Question 15

The PMBOK guide states that requirements are a condition or capability that must be met or possessed by a system, product, service, result, or component to satisfy:

A. Those expectations that can be traced back to requirements
B. The needs for which it was undertaken
C. A contract, standard, specification, or other formal document
D. All key stakeholders

Answer 15

ANSWER: C

This is correct because it completes the PMBOK guide definition of a requirement.

Question 16

What are the two inputs to the Collect Requirements process?

A. Project charter and stakeholder registry
B. Project charter and stakeholder assessment documents
C. Statement of work and the scope statement
D. Project charter and the stakeholder requirements documentation

Answer 16

ANSWER: A

This is correct because the stakeholder assessment documents and stakeholder requirements documentation are not inputs to any process

Question 17

Which of the following is not one of the tools and techniques of the Collect Requirements process?

A. Interviews
B. Focus Groups
C. Facilitated workshops
D. Prioritization matrices

Answer 17

ANSWER: D

D is a tool of the Plan Quality Management process

Question 18

Group creativity techniques consist of which of the following:

A. Brainstorming, nominal group technique, the Delphi technique, idea/mind mapping
B. Brainstorming, cost-benefit analysis, the Delphi technique, idea/mind mapping
C. Brainstorming, nominal gathering technique, matrix diagrams, idea/mind mapping
D. The Delphi technique, forced field analysis, SOWT analysis

Answer 18

ANSWER: A

PMBOK lists brainstorming, nominal group technique, the Delphi Technique, idea/mind mapping, and affinity diagrams as examples of creativity techniques

Question 19

Group decision-making techniques consist of which of the following?

A. Unanimity, majority, duality, dictatorship
B. Unanimity, majority, plurality, dictatorship
C. Majority, consensus, plurality, autocratic decision-making
D. Consensus, majority, plurality, dictatorship

Answer 19

ANSWER: B

Answer B lists the decision making techniques described as part of the Collect Requirements tools and techniques

Question 20

Which of the following documents may be helpful to analyze when collecting requirements?

A. A requirements traceability matrix
B. A scope management plan
C. A project scope statement
D. A business plan

Answer 20

ANSWER: D

A,B and C are all documents that are generally created after requirements are collected. Business plans can provide information that is useful in eliciting requirements that align with business objectives

Question 21

A unique identifier, the owner, the version, stability, and complexity are some of the attributes that may be included in:

A. A scope management matrix
B. A tight matrix
C. A traceability matrix
D. A responsibility matrix

Answer 21

ANSWER: C

A and B are not types of matrices, and D is sued as a tool of the Plan Human Resource management process.

Question 22

What are policies, procedures, project scope statement templates, and lessons learned from previous projects all examples of?

A. Organizational process assets associated as inputs into the process Define Scope
B. Organizational process assets associated as tools and techniques of the process Define Scope
C. Organizational process assets associated as outputs of the process Define Scope
D. Enterprise environmental factors associated with the Define Scope process

Answer 22

ANSWER: A

Organizational process assets include formal and informal plans, policies, procedures, and guidelines, as well as organizational knowledge bases, lessons learned, and historical information. The Define Scope process inputs include organizational process assets and specifically include the items in Answer A as examples.

Question 23

What is the lowest level of work typically managed by the project manager?

A. Subdeliverable
B. Activity
C. Work task
D. Work package

Answer 23

ANSWER: D

The work package is the work component at the lowest level of the WBS and is the level of detail at which time and cost are estimated.

Question 24

You are creating a WBS for a project. Which of the following guidelines should you follow?

A. All of the work within the scope of the project should be identified in the WBS
B. Only key project activities should be identified in the WBS
C. All roles and responsibilities should be listed in the WBS
D. The WBS should be created primarily for the purpose of key stakeholder communication

Answer 24

ANSWER: A

Team members should be able to use the WBS to understand all the work needed to complete a project; any work not identified in the WBS is outside the scope of the project.

Question 25

Which one of the following items of work performance information might be produced by the Control Scope process?

A. The number of change requests received
B. A change request template
C. The number of deliverables completed
D. A forecast of future scope performance

Answer 25

ANSWER: D

Work performance information is work performance data that has been analyzed and contextualized.