Capítulo 9 - Recursos Humanos

Question 1

Kim 7.5) All of the following statements are true regarding the Develop Human Resource Plan process except for which one?

A. The Develop Human Resource Plan involves determining roles and responsibilities.
B. Included in the Develop Human Resource Plan output are project organization charts that show the project’s reporting relationships.
C. The staffing management plan created in this process describes how and when resources will be acquired and released.
D. A RAM (or RACI chart) is an output of this process that allows you to see all the people assigned to an activity.

Answer 1

D. The RAM and RACI charts are tools and techniques of this process.

Question 2

Kim 7.7) Which of the following are constraints that you might find during the Develop Human Resource Plan process?

A. Organizational structures, collective bargaining agreements, and economic conditions
B. Organizational structures, technical interfaces, and interpersonal interfaces
C. Organizational interfaces, collective bargaining agreements, and economic conditions
D. Organizational interfaces, technical interfaces, and interpersonal interfaces

Answer 2

A. Constraints can be anything that limits the option of the project team. Organizational structures, collective bargaining agreements, and economic conditions are all constraints that you might encounter during this process.

Question 3

Kim 7.9) You are the project manager for BB Tops, a nationwide toy store chain. Your new project involves creating a prototype display at several stores across the country. You are using a RACI chart to display individuals and activities. What does RACI stand for?

A. Responsible, accountable, consult, inform
B. Responsible, assignment, control, inform
C. Resource, activity, control, identify
D. Resource, accountable, consult, identify

Answer 3

A. RACI stands for responsible, accountable, consult, and inform.

Question 4

Kim 8.1) You are a project manager for a growing dairy farm. It offers its organic dairy products regionally and is expanding its operations to the West Coast. It is in the process of purchasing and leasing dairy farms to get operations underway. You are in charge of the network operations part of this project. An important deadline is approaching that depends on the successful completion of the testing phase. You’ve detected some problems with your hardware in the testing phase and discover that the hardware is not compatible with other network equipment. You take corrective action and exchange the hardware for more compatible equipment. Which of the following statements is true?

A. This is not a corrective action because corrective action involves human resources, not project resources.
B. Corrective action is taken here to make sure the future project outcomes are aligned with the project management plan.
C. Corrective action is not necessary in this case because the future project outcomes aren’t affected.
D. Corrective action serves as the change request to authorize exchanging the equipment.

Answer 4

B. Corrective action brings anticipated future project outcomes back into alignment with
the project management plan. Since there is an important deadline looming that depends
on a positive outcome of this test, the equipment is exchanged so that the project plan and
project schedule are not impacted.

Question 5

Kim 8.2) You are a project manager for a growing dairy farm. It offers its organic dairy products regionally and is expanding its operations to the West Coast. It’s in the process of purchasing and leasing dairy farms to get operations underway. The subproject manager in charge of network operations has reported some hardware problems to you. You’re also having some other problems coordinating and integrating other elements of the project. Which of the following statements is true?

A. You are in the Direct and Manage Project Execution process.
B. Your project team doesn’t appear to have the right skills and knowledge needed to perform this project.
C. You are in the Information Distribution process.
D. Your project team could benefit from some team-building exercises.

Answer 5

A. The most difficult aspect of the Direct and Manage Project Execution process is coordinating
and integrating all the project elements. The clue to this question is in the next-tolast
sentence.

Question 6

Kim 8.3) Which of the following processes serve as inputs to each other?

A. Executing, Monitoring and Controlling
B. Executing, Closing
C. Planning, Monitoring and Controlling
D. Executing, Initiation

Answer 6

A. The Executing process group and Monitoring and Controlling process group serve as
inputs to each other.

Question 7

Kim 8.4) Your team members have just completed training on specialized equipment. This is one of the work results you’ve gathered and recorded. Which of the following outputs of the Direct and Manage Project Execution process does this describe?

A. Work performance information
B. Deliverable
C. Preventive action
D. Project document updates

Answer 7

B. This question describes the deliverable output. Deliverables can be intangibles, such as
the completion of training.

Question 8

Kim 8.5) You are reporting on project elements such as schedule status, deliverables completion, lessons learned, and resource utilization. Which of the following outputs of the Direct and Manage Project Execution does this describe?

A. Project management plan updates
B. Deliverable
C. Preventive action
D. Work performance information

Answer 8

D. Work performance information includes elements such as schedule status, the status of
deliverables completion, lessons learned, and resource utilization.

Question 9

Kim 8.6) You are in the process of making project staff assignments. You have several candidates for a position on the project team that requires specific qualifications. All the candidates seem to meet the qualifications. You also consider prior experience, their interest in the project, cost rates, and availability of these potential candidates. Which of the following is true?

A. You are considering the resource calendars input of the Develop Project Team process.
B. You are considering the project staff assignments input of the Develop Project Team process.
C. You are considering the enterprise environmental factors input of the Acquire Project Team process.
D. You are considering the project management plan input of the Acquire Project Team process.

Answer 9

C. The enterprise environmental factors input of the Acquire Project Team process considers
elements such as prior experience, interest in working on the project, cost rates,
and availability of potential team members.

Question 10

Kim 8.7) During a recent team meeting, you reached a resolution to a problem that’s been troubling the team for several weeks. It turned out that there was a problem with one of the manufactured parts required for the project. Once this was corrected, the remaining production run went off without a hitch. You took responsibility for searching out the facts of this problem and implemented a change request to resolve the issue. Which of the following is true regarding this question? Choose the best response.

A. This is a defect repair, which is performed during the Direct and Manage Project Execution process.
B. This is a corrective action, which is performed during the Direct and Manage Project Execution process.
C. This is a preventive action, which is performed during the Direct and Manage Project Execution process.
D. This is an unapproved change request and must first go through the Perform Integrated Change Control process.

Answer 10

A. This question describes a defect repair that was discovered and implemented. Defect
repairs come about as a result of approved changes. Approved changes are implemented
in the Direct and Manage Project Execution process. The question implies that the change
request was approved because the problem was corrected and the rest of the production run
went smoothly.

Question 11

Kim 8.8) You are the project manager for a cable service provider. Your team members are amiable with each other and are careful to make project decisions jointly. Which of the following statements is true?

A. They are in the forming stage of team development.
B. They are in the norming stage of team development.
C. They are in the storming stage of team development.
D. They are in the adjourning stage of team development.

Answer 11

B. Teams in the norming stage of team development exhibit affection and familiarity with
one another and make joint decisions.

Question 12

Kim 8.9) You are the project manager for a cable service provider. Your project team is researching a new service offering. They have been working together for quite some time and are in the performing stage of team development. A new member has been introduced to the team. Which of the following statements is true?

A. The team will start all over again with the storming stage.
B. The team will continue in the performing stage.
C. The team will start all over again with the forming stage.
D. The team will start all over again at the storming stage but quickly progress to the performing stage.

Answer 12

C. The introduction of a new team member will start the formation and development of
the team all over again with the forming stage.

Question 13

Kim 8.10) You are the project manager for a cable service provider. Your project team is researching a new service offering. They have been working together for quite some time and are in the performing stage of team development. This stage of team development is similar to which of the following?

A. Smoothing
B. Achievement Theory
C. Hygiene Theory
D. Self-actualization

Answer 13

D. The performing stage is similar to Maslow’s self-actualization. Both involve team members
at the peak of performance, concerned with doing good and being the best.

Question 14

Kim 8.11) You’ve promised your team two days of paid time off plus a week’s training in the latest technology of their choice if they complete their project ahead of schedule. This is an example of which of the following?

A. Achievement Theory
B. Expectancy Theory
C. Maslow’s theory
D. Contingency Theory

Answer 14

B. The Expectancy Theory says that people are motivated by the expectation of good outcomes.
The outcome must be reasonable and attainable.

Question 15

Kim 8.12) Your team is split between two buildings on either side of town. As a result, the team isn’t very cohesive because the members don’t know each other very well. The team is still in the storming stage because of the separation issues. Which of the following should you consider?

A. Corrective action
B. Co-location
C. Training
D. Conflict resolution

Answer 15

B. Co-location would bring your team members together in the same location and allow
them to function more efficiently as a team. At a minimum, meeting in a common room,
such as a war room, for all team meetings would bring the team closer together.

Question 16

Kim 8.13) Which conflict resolution technique offers project managers the best option for resolution?

A. Smoothing
B. Collaborating
C. Confronting
D. Forcing

Answer 16

C. Confronting is a problem-solving technique that seeks to determine the facts and find
solutions based on the facts. That results in a win-win resolution for all parties.

Question 17

Kim 8.14) You are a fabulous project manager, and your team thinks highly of you. You are well respected by the stakeholders, management team, and project team. When you make decisions, others follow your lead as a result of which of the following?

A. Referent power
B. Expert power
C. Legitimate power
D. Punishment power

Answer 17

A. Referent power is power that is inferred on a leader by their subordinates as a result of
the high level of respect for the leader.

Question 18

Kim 8.15) Theory Y managers believe which of the following?

A. People are motivated only by money, power, or position.
B. People will perform their best if they’re given proper motivation and expectations.
C. People are motivated to achieve a high level of competency.
D. People are motivated by expectation of good outcomes.

Answer 18

B. Theory Y managers believe that people will perform their best if they’re provided with
the proper motivation and the right expectations.

Question 19

Kim 8.16) When working in a matrix environment, all of the following are true regarding the Manage Project Team process except for which one? Choose the least correct response.

A. Improving competencies, team interactions, and the team environment can help enhance project performance.
B. Managing project teams in a matrix environment is often a critical success factor for the project.
C. It’s the project manager’s responsibility to make certain this dual reporting relationship is managed effectively.
D. Loyalty issues might arise when managing projects in a matrix environment.

Answer 19

A. Improving competencies, team interactions, and the team environment are characteristics
of the Develop Project Team process, not the Manage Team Process.

Question 20

Kim 8.17) You are preparing project performance appraisals and have decided you’d like each team member to get feedback regarding their performance from several sources, including peers, superiors, and subordinates. Which of the following is true?

A. This is called 360-degree feedback and is part of the input to the organizational project performance appraisals, which is part of the organizational process assets updates input of the Manage Project Team process.
B. This is called 360-degree feedback and is considered part of the team performance assessment input of the Manage Project Team process.
C. This is called 360-degree feedback and is considered part of the work performance information input of the Manage Project Team process.
D. This is called 360-degree feedback and is part of the project performance appraisals tool and technique of the Manage Project Team process.

Answer 20

D. This technique is called 360-degree feedback. It’s part of the project performance
appraisals tool and technique of the Manage Project Team process.

Question 21

Kim 8.18) Specific team members were promised for your project as part of the project proposal. You speak with the functional managers to assure their availability. All of the following are true regarding this question except for which one?

A. This is a preassignment, which is a tool and technique of the process this question refers to.
B. Team members promised as part of the project proposal should be noted in the project charter.
C. The other tools and techniques of the process this question refers to are negotiation, virtual teams, and resource availability.
D. Team members might be promised as part of a project that’s put out for bid or of internal projects.

Answer 21

C. This question refers to preassignments, which are a tool and technique of the Acquire
Project Team process. The other tools and techniques of this process are negotiation, acquisition,
and virtual teams.

Question 22

Kim 8.19) These two conflict resolution techniques are known as lose-lose techniques.

A. Accommodating and forcing
B. Smoothing and withdrawal
C. Compromise and confronting
D. Avoidance and forcing

Answer 22

B. Smoothing (also known as accommodating) and withdrawal (also known as avoidance)
are both lose-lose techniques. Forcing is a win-lose technique. Compromise is where neither
side wins or loses.

Question 23

Kim 8.20) You are a project manager who believes people will have high productivity, morale, and satisfaction if offered a job for life. Which theory do you subscribe to?

A. Theory X
B. Hygiene Theory
C. Theory Y
D. Theory Z

Answer 23

D. Theory Z encourages employee loyalty because jobs are offered for life. This leads to
increased productivity, morale, and high employee satisfaction.

Question 24

QE 1) Uma das principais desvantagens da organização funcional é:

1. A falta de continuidade e de oportunidade de carreira para o pessoal de projeto.
2. Nenhum indivíduo é diretamente responsável pelo projeto como um todo.
3. Os canais de comunicação não são bem estabelecidos.
4. O baixo nível de controle sobre o pessoal.

Answer 24

2. Nenhum indivíduo é diretamente responsável pelo projeto como um todo.

Question 25

QE 6) Uma pessoa está escrevendo um documento identificando as necessidades de negócios para o projeto e está incluindo a descrição do produto a ser criado pelo projeto. Ela inclui uma lista de stakeholders e recursos pré-alocados. Qual é a função dessa pessoa no projeto?

1. O gerente do projeto ou o gerente funcional da companhia.
2. Um membro da equipe de gerenciamento de projeto trabalhando sob a direção do gerente de projeto.
3. Um gerente ou executivo na organização cujo cargo na hierarquia da corporação é mais alto que o do gerente de projeto.
4. O patrocinador ou o gerente de projeto.

Answer 25

4. O patrocinador ou o gerente de projeto.

Question 26

QE 24) Todas as seguintes foram consideradas barreiras principais para formar equipes eficazes de projeto, com exceção de:

1. Diferentes prioridades, interesses e julgamentos dos membros da equipe.
2. Conflitos de papéis.
3. Falta de comprometimento do membro da equipe.
4. Quantidade de espaço físico no escritório para cada membro da equipe.

Answer 26

4. Quantidade de espaço físico no escritório para cada membro da equipe.

Question 27

QE 25) A principal diferença entre as formas de organização com coordenador e com facilitador é que:

1. Normalmente não existe compromisso forte com o projeto numa forma de organização com facilitador.
2. O coordenador não pode tomar ou reforçar decisões pessoalmete.
3. O coordenador se reporta a um gerenciamento de nível mais alto na organização.
4. O facilitador age apenas como um intermediário entre o gerenciamento e a equipe do projeto.

Answer 27

3. O coordenador se reporta a um gerenciamento de nível mais alto na organização.